As the Deputy suggests, the range of activities in which my Department is involved makes it difficult to convey an adequate picture of the Department's performance through a small number of specific indicators.
The process of producing period statements of strategy, as Departments are now required to do under the Public Service Management Act 1997, requires that Departments set out key objectives and performance indicators for the different areas of business in which the Departments are engaged. The learning process which this involves is helping to clarify the key indicators of progress for Departments in delivering on their remit.
The production of performance indicators also requires investment of resources in technology to support this. In that regard the management information framework project which is being implemented as part if the programme of modernisation of the public service will enable the production of more comprehensive indicators and improved systems for measuring and reporting on inputs, outputs and outcomes.
Over the period since 1997, my Department has used a range of indicators to measure progress on the delivery of its responsibilities. The key areas in relation to which performance is measured are, first, customer satisfaction, second, processing times for new claims and, third, the level and effectiveness of control and anti-fraud activity.
In relation to customer satisfaction, my Department carries out periodic surveys of customers and consultation exercises to determine levels of satisfaction and obtain views on the service provided. While these surveys show consistently high levels of overall customer satisfaction, the exercises are used to identify specific areas where improvement is required and to target resources towards these areas.
In relation to processing times, my Department publishes a set of targets covering the different payment schemes for which it is responsible and these are used to assess performance and to redirect resources where necessary. Between 1997 and 2003, the number of claims in payment by the Department rose by 8.6% with particularly high levels of increases in certain scheme areas. These increases have presented a significant challenge to the Department in maintaining overall service levels over this period.
In relation to control activity, the Department's control strategy involves a wide range of measures and activities to control fraud and abuse of the social welfare system. The main indicator of performance in this regard is the amount of savings arising from control activities. The overall amount involved increased by 53% between 1997 and 2002.
