I propose to take Questions Nos. 223 to 225, inclusive, together.
In February 2006 as part of its reform of the Health Sector, the Government decided to transfer certain functions from the Health Service Executive to my Department. The functions to be transferred include the supplementary welfare allowance (SWA) scheme as well as certain other functions. The SWA scheme is currently administered by some 700 Community Welfare Officers (CWOs) and 59 superintendents and supporting clerical and other staff within the Community Welfare Service of the HSE. They provide a service that is flexible, responsive and outcome driven. The transfer of functions will not change this. There will be no loss of flexibility, discretion or personal service on the part of CWOs. They will remain community based and will continue to provide key information, advice, advocacy and referral links between agencies. The implementation of the programme will be carefully managed to ensure that continuity of the SWA scheme and related services is maintained. I am satisfied that the transfer will harness social welfare provision in a more cohesive and a co-ordinated manner for the benefit of the disadvantaged in society.
It is not the intention to create an agency under my Department for the Community Welfare Service but to fully integrate Community Welfare Officers and other staff into the Department on a phased basis, allowing sufficient time for consultation and negotiations to take place on the variety of issues that arise from this major transfer of staff between the two organisations. It is envisaged that this process can be completed in three years. The SWA scheme is already funded by my Department and is part of the wider social welfare code. In November 2006, my Department published a report of a Review of the Supplementary Welfare Allowance Scheme. The report points to the need for a more streamlined approach to the delivery of income support through the Social Welfare system actively supported by case management. In that regard, the report provides a valuable working template to support the transfer programme. My Department's commitments in "Towards 2016" , the National Development Plan and the National Anti-Poverty strategy provide further under-pinning for this enhanced approach. I am satisfied the approach I have outlined is the correct way forward. In recent years new types of payments, computer development and modernisation of services enable customers to confidently carry out their business with my Department. The transfer of functions will provide a platform from which to build on this and offers both a challenge and an opportunity for all staff both within the Community Welfare Service and my own Department in developing a model system for supporting those most disadvantaged in society.