Streamlining Welsh Benefits Steering Group meeting: 28 April 2025

• Fran Targett, Chair
• Victoria Lloyd, Age Cymru
• Nigel Griffiths, Bridgend CBC
• Rachel Thomas, Childrens Commissioner
• Miranda Evans, Disability Wales
• Myra Hunt, CDPS
• Joanna Goodwin, CDPS
• Simon Hatch, Citizens Advice Cymru
• Matthew Evans, SRO Group Chair
• Sarah Price, SRO Group Vice Chair
• Steffan Evans, The Bevan Foundation
• Katie Till, The Trussell Trust
• Claire Germain, Welsh Government
• Lindsey Phillips, Welsh Local Government Association (WLGA)  

Also in attendance 

• Adam Hardy, CDPS
• Poppy Evans, CDPS
• Adrian Devereux, Welsh Government
• Glyn Jones, Welsh Government
• Launa Anderson, Welsh Government
• David Willis, Welsh Government
• Joanna Leek, Welsh Government
• Paul Neave, Welsh Government
• Emma Willis, WLGA   

Apologies

Amanda Main (Caerphilly CBC), Claire Flint (Flintshire County Council), Sean O’Neill (Children in Wales), Helal Uddin (EYST), Mel James (Welsh Government), Leah Whitty (Welsh Government), Micheal Viney (Welsh Government), Angela Endicott (Welsh Government), Ben Gibbs (Welsh Government), Rachel Bowen (Older People’s Commissioner), Lisa Hayward (WLGA).
 

The meeting was opened, and introductions were provided by in person attendees for the benefit of those attending virtually.

The Chair of the SRO Group provided an update on the SRO Group's activities and confirmed a written report would be provided to the Steering Group. A summary of the update is below. 

Workshops

• Workshops were held in Wrexham and Cardiff in March to gather local authorities (LAs) views and discuss processes related to Free School Meals (FSM), School Essentials Grant (SEG), and Council Tax Reduction Scheme (CTRS). The workshops aimed to understand the issues faced by LAs and gather insights on digital accessibility and data consolidation.
• Out of 22 LAs, 18 attended the workshops. Efforts are being made to gather responses from the remaining 4. The workshops encouraged good discussion around mapping out current processes and identifying areas for improvement.
• Only a few LAs have conducted process mapping work to understand and improve their service delivery. The workshops aimed to encourage more LAs to engage in process mapping to identify and address issues in their service delivery.
• Several common issues faced by LAs were identified, including digital accessibility, data consolidation, and the need for updated guidance on eligibility thresholds for FSM and CTRS, including the hard cut off points driven by thresholds.

Digital transformation

• Many LAs are moving towards digital services to improve efficiency and service delivery. LAs are balancing digital services with phone support to assist users who face difficulties with digital forms.
• Digital skills are a challenge for both users and LAs. While some LAs are more advanced in their digital journey, others are still developing their digital capabilities.
• Understanding the barriers to service delivery is important, as is ensuring digital transformation efforts are inclusive and accessible to all users, regardless of their digital skills.

Common issues and barriers

• Some of the legislation governing FSM and CTRS is outdated and needs to be updated to reflect current needs and circumstances.
• Data sharing is a significant challenge for LAs. Issues can create barriers to efficient service delivery, and there is a need for improved data sharing mechanisms.
• There is a need for updated guidance on eligibility thresholds for FSM and CTRS. Current thresholds need to be reviewed to ensure they are fair and effective.
• Updated guidance on review processes for FSM and CTRS is needed. Clear and consistent review processes are essential for ensuring eligible individuals receive the support they need (relevant to frequency of reviews and thresholds).

Data consolidation

• Challenges are faced by some LAs in managing data for FSM and CTRS. Data consolidation is essential for improving service delivery and reducing duplication.
• Some LAs have automated their processes for managing data, improving efficiency and reducing the need for manual interventions. However, not all LAs have automated processes, and some still rely on manual data management.

User research and service redesign

• Some LAs have conducted user research to comprehend the needs and experiences of their users, focusing mainly on digital services and service redesign to enhance service delivery.
• Service redesign is crucial for improving service delivery. Understanding and addressing barriers to service delivery through redesign is essential for ensuring users receive the necessary support.

Action Point 1: Matthew to follow up with Glyn to agree on next steps around data sharing.

Action Point 2: Core Group to consider cost implications of any proposed changes when responding or making proposals to the Cabinet Secretary.

Action Point 3: Core Group and Rachel Thomas to discuss how to improve communication and awareness regarding the need to register for Universal FSM to access the SEG. 

Action Point 4: Steffan Evans to re-share past research around underclaiming including lived experience.

Action Point 5: WG to discuss with Education colleagues regarding reviewing and updating the guidance on how often eligibility for FSM should be checked, considering the suggestion of twice a year.

A prototype developed by CDPS of the simplified claimant experience was demonstrated, showcasing how the process could work for users. The prototype included features such as pre-populated information from existing data sources and a streamlined application process.

The potential benefits of the simplified claimant experience for residents were discussed, including reduced complexity, minimised information burden, and a more straightforward application process. The model / proof of concept aims to make it easier for residents to access the benefits they are entitled to.

The potential benefits for LAs were also highlighted, including improved efficiency, reduced administrative burden, and better use of existing data. The model / proof of concept could help LAs streamline their processes and improve service delivery.

Feedback from user testing was shared. Participants appreciated the straightforward process and the use of existing data to minimise the information burden on users.

Specific feedback from claimants indicated the process was easy to understand and appreciated the reduced complexity. The use of existing data made the application process more efficient and less burdensome.

Feedback from a debt case worker suggested the concept was beneficial for their clients. The debt case worker appreciated the streamlined process and the use of existing data to reduce the information burden on users.

The next steps for exploring the model / proof of concept were discussed, including working with a small number of LAs to test the prototype and gather further feedback.

Members agreed as part of the next steps the Core Group and CDPS should explore the opportunity to work with two to three LAs to test and build on the proof of concept against existing processes. This will involve testing to see how the principles / approach that sit behind the prototype can be applied in real life and to see if the user experience can then be improved as a result. If it successfully improves user experience and take-up, evidence of those improvements will be gathered and shared with other LAs, making the service pattern available more widely for those who want to adopt it. 

The need to gather feedback from both residents and LAs during the testing phase was emphasised.

Action Point 6: Matthew to discuss with David the feedback from the SRO group and send out a follow-up communication to clarify the CDPS model / concept and offer including the next steps for potential pilot testing. 

Action Point 7: Matthew to identify and confirm 2 to 3 LAs willing to participate in the CDPS pilot testing. 

Action Point 8: The Selected LAs to work with CDPS to develop and test the proof of concept. 

The risk register was reviewed, and assurances were provided that work is currently on track. The Core Group will continue to review and update as work progresses.

It was noted the highlight report plays a crucial role in tracking project milestones and achievements. The report's clarity and comprehensiveness were praised, helping members align work with the project's goals and objectives. It also serves as a valuable tool for communicating transparent progress to stakeholders.

The minutes were reviewed for accuracy (29/01/2025) and agreed.  

The next meeting will be set for July. Core Group will issue a diary marker shortly and will likely be the week commencing 14 or 21 July. Next meeting date week commencing 14 or week commencing  21 July.

Action Point 9: Core Group to propose date of next meeting and issue diary marker.