Claims administration
3.1 It is important that new claims and changes of circumstances are processed rapidly and accurately in order to eliminate the risk of fraud or error entering the system.
3.2 We examined certain aspects of Claims administration that have a bearing on Security. Weymouth and Portland Borough Council met one of the 2 enablers we considered.
Claims processing
Performance enablers
Gathering information
3.3 Weymouth and Portland Borough Council did not meet the enabler.
3.4 A leaflet was issued to customers annually reminding them of the need to report changes promptly. All notification letters issued to customers and landlords also stated that changes in circumstances must be reported promptly.
3.5 The council’s claim form included a certificate of earnings that was also available on reception as a separate form. We found evidence in our sample of 20 new claims and 10 changes of circumstances that certificates of earnings had been completed and stamped by employers. To authenticate the certificate processing staff carried out cross-checks to:
- XXXX XXXX XXXX XXXX XXXX XXXX XXXX X
- XXXX XXXX XXXX XXXX XXXX XXXX XXXX XXXX XXXX XXXX XXXX XXX.
3.6 The council had systems supported by procedural guidance in place to monitor the progress of claims, identify defective claims and issue reminders where additional information was required from customers or third parties.
3.7 However, our sample showed that the need for further information was not always identified within 7 days of receipt of a claim or a notification of a change of circumstances. Our sample of 20 new claims showed that 16 (80%) claims required additional information and that the council took an average of 4 days to request this. However, in 2 (12.5%) cases the council failed to meet the Standard 7-day target, taking 8 and 28 days to request the information. (Medium Priority Recommendation 11)
Quality and reducing error
3.8 Members and senior managers, who are accountable for the delivery of effective and secure HB and CTB administration, need assurance that the Benefits service and counter-fraud efforts are working as planned. Local authorities should therefore ensure that arrangements are in place to make full use of management information and checking data across the full range of their benefits activities.
Performance measures
3.9 Figure 3.1 shows the council’s reported performance in 2004/05 and in quarters 1 and 2 of 2005/06.
| Performance measure | Description | Standard | Performance 2004/05 | Performance Year to date 2005/06 | |
|---|---|---|---|---|---|
| PM 6 | % of cases for which the calculation of the amount of benefit due is correct | 98 | 97 | 98 | |
Source: Weymouth and Portland Borough Council
3.10 Figure 3.1 shows that the council had improved its performance by achieving Standard during the first 2 quarters of 2005/06.
Performance enablers
Using quality checks to improve performance and reduce error
3.11 Weymouth and Portland Borough Council met the enabler.
3.12 We found that the council effectively performed a range of checks and that errors were recorded, analysed and fed back to the appropriate Benefits Assessor for correction.
3.13 The Support Services team was responsible for collating and analysing the results of checks. It also produced monthly reports showing individual and team performance against Best Value Performance Indicator targets. These reports were also used to identify any training needs.
3.14 For example, during June 2005 training was provided as a result of an increase in errors identified on cases where Tax Credit was payable.
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