Social Security Charter Review: research findings

9. Phase one findings: Survey and interviews with partner organisations

This section sets out the findings from research with partner organisations. A summary of the findings and how they were used in the second phase of research is set out in section 12.

Five partner organisations responded to the survey and interviews were carried out with two. Given the small numbers, proportions are used in place of numbers to indicate findings below. Of those who took part, two partner organisations had supported the original co-design process of the Charter. Others were involved in supporting clients to be aware of their rights and campaigning for Social Security Scotland to live up to the commitments set out in the Charter.

9.1 How the Charter is working

In the survey, respondents were asked how much they agreed or disagreed with a series of statements about how the Charter is working. Partner organisations who took part in interviews were also asked about their views about the format of the Charter and how it works in practice. There was generally favourable feedback about the way the Charter is written, that is clear and easy to understand, and is about the right length.

Overall, feedback was also positive about the influence of the Charter and its role in setting a standard to hold the Scottish Government and Social Security Scotland to account. One respondent highlighted the co-design approach to develop the Charter. There was also positive feedback from one interview participant who said the Charter shaped the culture of Social Security Scotland and how clients are treated. One interview participant highlighted the importance of section four of the Charter, given its focus on the Scottish Government’s ongoing approach to social security policy.

“We support the co-design model that led to the existing Charter and welcome its values and contents as a positive blueprint for social security in Scotland. We appreciate that the substance of the Charter is regularly referred to in the agency's policymaking and sectoral engagement.” Partner survey respondent

“[The Charter] makes it clear that dignity, fairness and respect are at the heart of what Social Security Scotland do. It works well in driving this type of culture.” Partner interview participant

There was some concern that client experiences with Social Security Scotland did not always “match up” with the commitments in the Charter. Partner organisations were concerned about different aspects of delivery, particularly application processing times. One interview participant also said that clients weren’t confident about challenging decisions or requesting re-determinations.

“The values and contents of the Charter do not always translate into practice. We are concerned at growing evidence of delays within the disability benefit system which suggests that the resourcing of the agency is not adequate to live up to the Charter's standards. We are particularly concerned about staffing levels and training which has resulted in some of our members reporting a service not dissimilar to the DWP.” Partner survey respondent

There was mixed feedback from partners about awareness of the Charter among clients. In responses to the survey, there was more negative than positive feedback about whether clients know how to challenge the Scottish Government and Social Security Scotland if they do not live up to the Charter commitments. Interview participants said it was important that clients were made aware of the Charter but had different ideas about when it should be shared. One said sharing a copy of the Charter after an application is made would be helpful. Another said it made sense to send the Charter at the same time as decision letters.

“The fact that the Charter is issued to clients is extremely important in raising awareness.” Partner interview participant

9.2 Reporting on performance

There was mixed feedback to questions about the Charter Measurement Framework. Partner organisations thought awareness of the framework was limited among clients. Some thought the framework was too long whilst others thought it was the right length. There was also mixed feedback about how easy the framework is to understand. There was generally positive feedback that the framework brought together information from various sources into one place. Most agreed that the framework measured and reported on aspects of performance that matter to clients.

“I think it’s important that it [the framework] exists to ensure Charter commitments are being met. Allows us to see how Social Security Scotland are performing…[the fact it brings together information from different sources] is extremely important and helpful and means all relevant information is accessible in one place rather than having to source multiple publications.” Partner interview participant

“The framework is not well publicised and I think a lot more could be done to get the message across…a publicity campaign with easy to read information would be a good idea.” Partner survey respondent

Two partner organisations suggested more information should be shared about improvement activity. Whilst there was agreement that the Charter and framework were important ways to ensure accountability, these respondents said it was crucial to know how the monitoring of performance was used to improve service delivery.

“Any charter is only as good as its operational practices. Perhaps developing an improvement plan?” Partner survey respondent

“We are concerned that regardless of the accuracy of the information contained in each [framework] report, no narrative is offered as to the agency's or Scottish Government's response to it. While it is important to monitor the implementation of the Charter, this is not useful unless tangible steps are taken to address the deficiencies identified.” Partner survey respondent