Benefits Internal Communication Plan

Transcription

1 Benefits Internal Communication Plan This document details the methodologies used to ensure that Benefits Service officers are made aware of any information which may impact on their ability to carry out their various duties. The primary aim is to enable officers to deliver a Benefit Service which meets the standards we have set for ourselves, such as: - training staff to understand the rules only asking for relevant information and explaining why it is needed considering using discretion whenever appropriate helping staff to recognise potential benefit claims keeping the gateway to Benefits secure In addition, we aim to make information available to give officers the confidence they need to deliver the Service with assurance. The Benefits environment generally, and specially local authority benefits, changes regularly. A managed communication plan filters out surplus information whilst delivering key instructions by a method that fits the message. Communications within the Revenues Service There are 3 main sections within the Service. Revenues Management Team Meetings are held every 6 weeks. These are attended by the Head of the Revenues Service, and 3 Principal Revenues Officers, with responsibility for Accounts, Collection and Benefits. Any other corporate meetings of note are considered at these meetings, along with recurring agenda items, including: - Best Value/CPA/PI s/benchmarking Training/ Performance management Workload/Staffing levels Personnel matters Managing attendance Building/Health and Safety issues Computer issues ISO Quality Management System The meetings are minuted and the minutes are distributed by to all Revenues staff with a copy to the Corporate Director of Resources. Any items of general interest are put on notice boards, such as job sheets or corporate initiatives (health campaigns). Notice boards are also used to inform staff of key issues including fire evacuation instructions, the Council s Vision statement, and Revenues Quality Policy

2 Communications within the Benefits Service There is a hierarchy for the communication of information to Benefits officers. The method of communication is always the most expedient and depends upon the following: - whether the information is critical to the correct assessment of benefit entitlement the complexity of the information its impact the source of the information timing the knowledge of the audience making the information understood whether distribution of the information needs to be recorded whether understanding of the information needs to be tested The hierarchy 1. Formal training sessions These may be provided in house or by external trainers, either on site, where many staff need to be trained, or off site for specialist topics. They will normally be initiated by management to introduce changes to benefits legislation, benefits computer systems, legislation affecting employees at work, etc. Additionally, requirements may arise in the following circumstances: - induction process officer undertakes new duties and a training need is identified testing uncovers errors and a training need is identified skills audit identifies a training need Staff development and performance review reveals a development opportunity or weakness which can be addressed through formal training refresher sessions required periodically to meet legislative requirements (Health and Safety training) or because of complex nature of work activity. 2. Informal training sessions These will normally be provided in house, by managers, supervisors or staff with specific expertise, in large or small groups, or on a one to one basis

3 They will normally be initiated by management as a forerunner or a follow up to major changes to benefits legislation or benefits computer systems. Minor changes may also be introduced to staff this way. This is particular useful if complex areas of work activity are affected by a minor change because it allows for discussion amongst staff and group learning with worked examples, if appropriate. Additionally, requirements may arise in the following circumstances: - induction process officer undertakes new duties and a training need is identified testing uncovers errors and a training need is identified skills audit identifies a training need Employee performance and development review reveals a development opportunity or weakness which can be addressed through formal training refresher sessions required periodically because of complex nature of work activity 3. Quality Management System Manuals and Working Practices The aim of the Revenues Division Quality Policy is to provide a service that meets the needs of our customers and which will also meet the requirements of "Best Value", Performance Plan and Service Plan. This service takes into account the needs of the residents, landlords and other property owners, trades people and businesses of the Borough of Chesterfield. In order to meet the objective of the policy, the Revenues Division has implemented a formal Quality Management System based upon the requirements of BS EN ISO 9001:2000. The service will be delivered in a professional and cost effective manner by trained staff and committed management. The Revenues Division is dedicated to the continuous improvement of the service provided and the Quality Management System through process control. Staff are committed to operating to the objectives of our quality management system, and are familiar with the policy, following all procedures relevant to their work. In order to retain accreditation the manuals and working practices must be working documents. External audit of the System ensures that this is the case. The manuals are available on the Council s intranet for all staff to read. Any changes are communicated to Revenues staff by . Working practices are controlled in paper form and there is one working copy owned by the Principal Revenues Officer (Benefits). Processes throughout Benefits administration are documented, with drafts usually prepared and regularly reviewed by staff carrying out the tasks

4 Changes to working practices will be introduced by any of the communication methods identified in this plan; whichever is the most expedient. 4. Staff instructions Each member of staff in the Benefits Section has their own staff instructions folder. Instructions are sequentially numbered, each year, and are issued via for all to copy and file. Topics covered include: Procedural changes Changes to computer systems Minor legislative changes This communication method is used where a written record is required as a reference document, for staff and management. They very often deal with interim procedural measures not covered by working practices. In some circumstances, the issue of a staff instruction may be accompanied by a staff briefing session or an informal training session to reinforce the message. 5. Document Management System All case related papers, other than a few very sensitive documents held to support counter fraud sanction activity, are retained on the Document Management System for all Benefits staff to see. The outcome of any query can be viewed by all. Additionally, DWP circulars are scanned onto the system as they arrive and may be viewed and reproduced by anyone at anytime. 6. Monthly team meetings These are normally held on Tuesday following payday, away from the main office to avoid distractions. They are held in two sessions to allow for counter and telephones to be covered. They are chaired by team leaders and the usual agenda is: - Address by Benefits Manager to include feedback on performance against targets where we are, where we are going, what we need to do to get there, update on any ongoing initiatives, introduction to any developments or proposals, invitation for staff to comment Feedback session from Fraud Manager - 4 -

5 Feedback session from Quality Assurance Officer Two way discussion on current workload, environment issues, any concerns and ideas The meetings are not formally minuted but notes are made which are then issued by to all staff together with any responses. 7. Fraud team meetings These are normally held on the Thursday following the monthly team meeting, but also called ad hoc as and when required. The meetings are held away from the section to minimise distraction. Answering machine is utilised to ensure telephone calls are not missed. The meetings are chaired by the Fraud Manager. Agenda items are notified to staff in advance, and additions are also invited. Usual agenda items include: Feedback on performance Updates on new circulars/legislation affecting anti-fraud work Changes to working practices and procedures Upcoming campaigns Topics to be raised at Benefit Management Team meetings/monthly team meetings Meetings are not formally minuted, but notes are made and issued to fraud team members by Benefits management team meetings These are normally held mid way between team meetings, around the end of each month. They are chaired by the Benefits Manager. The usual agenda is: - Current workload Performance Change implementation/forward planning Project update Personnel issues Training Notes of the meetings are circulated to all staff. 9. Employee Performance and Development This is the Council s individual staff appraisal system. It requires a meeting every six months between each officer and their immediate supervisor. It provides a formal opportunity to review the performance of both officers in - 5 -

6 their different capacities. It is a valuable opportunity for concerns/issues/ideas to be discussed and aired. Each officer has a job description which communicates the duties and responsibilities of their post. They include references to key policy objectives, including the Quality Management System. 10. Technology All staff have access for internal and external communications. s are regularly issued to Benefits staff to keep them informed, for instance, a reminder of a change to legislation, a change in telephone number, or feedback on performance. Comments are also invited on draft policy documents or work programmes, such as training. The Council s intranet and public folders can be accessed by all staff. Corporate forms and policy documents are available for staff to see and reproduce if required. Additionally, key staff have internet access to help with decision making and research. We subscribe to Local Authority Investigating Officers Group and investigators receive regular updates via the information service. 11. General information In addition to these managed communication methods, general information is circulated as it becomes available. These are some examples of what is distributed: DWP advisor leaflets IRRV monthly magazine Insight DWP Housing Benefit Direct DWP Touchbase Borough Bulletin In addition, the following reference documents are available: CPAG HB/CTB Legislation, 2 copies purchased every year CPAG Allowance poster, 2 purchased every year DWP Law relating to Social Security, one copy HB/CTB guidance manual Zebedee & Ward Guide to HB/CTB HB/CTB Performance Standards Tax Credit handbook - 6 -

7 Pension Credit handbook Circulars and staff instructions Computer manuals Conclusion It is important that Benefits staff are well informed about what they do and how their work should be done. A range of communication methods is used to get the message across. Some editing of information is undertaken to sift out that which has no relevance. Where gaps are identified, for instance, during post project implementation review, the approach is adapted to meet identified needs