Welfare, tax, revenues and benefits

As the policy in this area changes, there is a massive impact on the public. These services deal with large volumes – it is critical to get it right first time. For example, we know that it’s better to help a customer with an online form than allow incorrect forms into the system. 

We worked to establish an effective and efficient end-to-end process and organisation design across organisational boundaries, from contact to back-office. With the reforms of the benefit system and introduction of universal credit, we make changes to work practices, organisational design and contracts.

We also support both in-sourcing and out-sourcing. Many councils are now on their third generation of contracts with external parties that emphasise and contract for a shared focus on getting it right first time and minimising customer effort.

Frank Curran  07515 875381

Frank Curran, Senior Consultant, is our lead on adult social care. Since 2002, he has worked with 38 local authorities, helping them improve.

A council asked us to help them to develop performance and payment measures as part of a revised contract for an outsourced service.

We analysed impact of the previous measures, and developed principles and practical ways to measure and pay for the outsourced service – ones that had a common focus on customers and joint benefits, not on supplier-commissioner contract ‘gaming’. 

Southwark asked us to look across comparable councils for evidence on which models of benefits processing were most effective.

On the basis of an extensive benchmarking exercise we were able to extrapolate the key service delivery models, understand their advantages and disadvantages as well as provide solid evidence on significant performance differences.