1. Single Fraud Investigation Service (SFIS) CIPFA North West Audit, Risk and Governance Group Autumn Seminar 9 th October 2015 Andrew Bloor, Jane Whyatt

2. Creation of the Single Fraud Investigation Service (SFIS) Oldham Council’s experience of the move to the Single Fraud Investigation Service and the development of a Council corporate fraud team……

3. Creation of SFIS Today’s Agenda Background to SFIS Oldham SFIS Pilot Project Risks and Mitigations Oldham SFIS Lessons Learned: –What went well? –What didn’t go so well? –What would we do differently? Corporate Counter Fraud at OMBC Questions and Discussion

4. Creation of SFIS Background – Welfare Reform Act 2012 Welfare Reform Act 2012 - a wide range of changes Creation of a Single Fraud Investigation Service (SFIS): The SFIS will bring together council, DWP and HMRC investigation services under one umbrella to investigate all welfare and tax credit fraud and to conduct a single investigation covering the totality of the fraud. The SFIS will not be responsible for investigating non-benefit fraud such as council tax or tenancy fraud. The Go Live of a SFIS was confirmed in the Autumn Statement by the Chancellor of the Exchequer on 5 December 2013.

5. Creation of SFIS National Pilot Programme November 2012 - Programme of National Pilots First Tranche of Pilots – 4 organisations DWP engaged with Oldham – February 2013 Pilot Objectives: –Different working arrangements/approaches to SFIS partnership –Testing different locations and co-location –Different structures e.g. outsourced Benefits –Resource plans e.g. buddying arrangements –Track results from all Pilots –Devised single set of policies/procedures to shape delivery model

6. Creation of SFIS Oldham Pilot Arrangements Key Council Stakeholders: –Benefits Administered by Partner (Unity Partnership) –Council’s Client Function monitors service delivery –Benefit Fraud in Audit and Counter Fraud Team SFIS Pilot led by DWP Project Manager with support: –Universal Credit Pilot – investigate cases –Based at the Council offices/access to two IT systems –Buddy working and joint management arrangements –Review of electronic case file trial Staff Development and Learning: –Bespoke training on DWP system delivered locally –Cultural awareness for DWP and LA staff/ buddying staff Monitor and feedback Results to Team/DWP

7. Creation of SFIS Oldham Pilot Risks Risk: Resources assigned to Pilot would affect/ hinder BAU results Cultural differences would lead to Pilot failure and difficult transition ICT systems set up failures lead to inability to deliver SFIS would not go ahead on time (sunk cost) Pilot Response: Managed expectations of managers/ Members re: results during Pilot Allowed workflows to be captured or development of corporate team Management support (DWP & OMBC) Co-location to “get to know”/ “buddying” Cultural workshop/training Project Plan IT focus/Risk Log System training for both teams Conference calls between Pilots Welfare Reform Act – announced by Chancellor – led to focus

8. Creation of SFIS Oldham Pilot Risks Risk: Ineffective process for investigating fraud leading to reputational damage Loss of knowledge leading to lower than planned results Poor stakeholder engagement leading to less than optimal investigations Inability to achieve desired results from insufficient resource Too much resource leading to cost/ poor VFM Pilot Response: E2E processes agreed Corporate Fraud processes redefined Benchmarking with other Pilots Support for investigative interviewing Collaboration across the wider team Sound procedures/ redefined Stakeholder management plan Communicated results to team Monitored Pilot resources/tracked results Pilot allowed BAU to be defined As above, tracking results allowed appropriate resource to be defined

9. Creation of SFIS Mitigating the Project Risks Review Project Risk Log from Council perspective Engage with staff at all stages for a smoother transition: –Before, during and after pilot –Support the agreed HR process –121s with staff and group meetings with HR Manage stakeholders: –Close management attention to the Pilot –Ensure approvals are obtained by briefing senior managers –Brief Audit Committee Creating Corporate Counter Fraud Team: –Use Prior Year results to determine workflows/demand –Consider skills for an effective Audit and Counter Fraud Team

10. Creation of SFIS – AGMA & Associates* Transferred AGMA Delegate AuthorityTransfer Date Already Transferred: 1-OldhamJul 2014 2-Tameside Feb 2015 3-BoltonFeb 2015 4-WiganFeb 2015 5-RochdaleMar 2015 6-StockportMar 2015 7-BuryMar 2015 8-Blackburn (with Darwen) *Apr 2015 9-Blackpool *Apr 2015

11. Creation of SFIS AGMA & Associates* To Transfer AGMA Delegate AuthorityTransfer Date Awaiting Transfer: 1-Cheshire East *Dec 2015 2-ManchesterFeb 2016 3-SalfordFeb 2016 4-Warrington *Mar 2016 5-TraffordMar 2016

12. SFIS Transfer Lessons Learned What went well...? Pilot Objectives were met Good Pilot Results Smooth Transition and on time on 1 st July 2014 Smooth Staff Transfers: –In accordance with plans and process –In accordance with skills, development plans –Some team promotion since Retained Corporate Counter Fraud Team: –All approvals obtained –Briefed Members – Audit Committee Corporate Team - strong results post transfer

13. SFIS Transfer Lessons Learned What went well…? : Smooth Transition/On TIme: DWP Project Manager support Opportunity for managers to shape the retained team/test BAU Captured good results vs other SFIS Pilots Audit and Counter Fraud team focus on core business Training and Development: Training material was detailed, well designed, good quality Culture workshop aided transition Opportunity to integrate with potential colleagues Buddying and shared IT knowledge Staff Engagement/Morale: Selected by DWP due to results Opportunity to consider skills/career Provided certainty Helped to shape the design nationally Understood the joined up approach and the rationale behind SFIS Collaboration / Joint Working: Changed the way fraud is investigated Effective collaborative operations with the Police, DWP continues Effective CTR investigations Electronic case file trial success Audit and Counter Team opportunities Manager and Member engagement

14. SFIS Transfer Lessons Learned What didn’t go so well..? Phase 1 Tight Implementation: –Challenge for all activities to be undertaken effectively –Staff communication not always aligned and were often late –Impact of change in DWP Project Manager HMRC involvement remains a Challenge Sharing of local data / outcomes since the Transfer Cultural Challenges between 2 organisations: –Local risk management – difference in approach/processes Single Point of Contact (SPOC) – process refinement Investigative Interviewing Capacity is Tight

15. SFIS Transfer Lessons Learned What we would do differently …? Learning: Define Post SFIS arrangements for SPOC, engage the Benefit Client earlier in process Reputational / local political risk covered by MOU but remains a consideration Skill set for retained function Response: Liaise with SPOC to review E2E Audit review of arrangements SPOC role to include review of MOU MOU reviewed annually Contact DWP re: case outcomes Addressed by training and support Team collaboration

16. Post SFIS Oldham Corporate Counter Fraud Council Tax Reduction Council Tax Discounts Business Rates Fraud Free School Meals Social Care Misuse Blue Badge Misuse Whistleblowing Fraud Hotline/Online Fraud Referral –Employee Investigations/others Proactive Data Matching – NFI and HBMS Planned Audit and Counter Fraud Reviews Training and Development – Staff and Members

17. Corporate Counter Fraud Team 2015/16 YTD Results Investigation Type Successful Cases Outcomes £ Council Tax Reduction5138,294 Council Tax Discount/Exemption23059,110 * HB (overpayments identified as part of CTR investigations – referred to SFIS) 51139,000 Blue Badge4120,500 * Free School Meals16- Employee – Abuse of Position1319,715 Procurement1224,963 Social Care827,455 National Fraud Initiative4385,307

18. Creation of SFIS Some Questions from Colleagues…..(1) Q: How did the team prepare for the transfer, what happened to the benefit investigations that were being carried out at the time of transfer? A: There are three elements to the answer: –Cases were worked on during the SFIS Pilot; therefore no cases were transferred by Oldham. However, in other transfers, cases are forwarded to the DWP to set up on FRAIMS, then allocated back out to the Fraud Investigator. –Audit Managers also looked at the Corporate Counter Fraud results, trends and estimated future demand to help to determine the resources required for the retained team. –Key stakeholders and Members were kept up-to-date during the transfer.

19. Creation of SFIS Some Questions from Colleagues…..(2) Q: How does the remaining fraud team deal with the work created since the transfer? A: All cases are risk assessed in line with in house protocols. Since the transfer there has been a variety of different allegations received and investigated as per Corporate Counter Fraud results earlier. The team also handles CTR investigations and forwards relevant information to the DWP.

20. Creation of SFIS Some Questions from Colleagues…..(3) Q: What arrangements are in place with regards admin support post SFIS (e.g. access to system information/claim documentation)? A: The Audit and Counter Fraud team currently has an Apprentice who undertakes the admin support role on all investigations. The team maintains its access to all systems including Council Tax, Housing Benefits and NNDR systems as per pre–transfer to deliver the retained service and the Audit & Counter Fraud Plan.

21. Creation of SFIS Some Questions from Colleagues…..(4) Q: How will the DWP obtain information from the authority (application forms, calculation of overpayments etc)? A: DWP follow the agreed protocol set up at the start of the transfer. A signed Memorandum of Understanding (MOU) needs to be signed by both parties. All information on Welfare Fraud is provided by the Revenues and Benefits Service (delivered at Oldham by the Unity Partnership).

22. Creation of SFIS Some Questions from Colleagues…..(5) Q: We are considering what to do about the residual CT and Business Rates fraud work and whether you transferred all your fraud officers or if you retained any? If you retained any what is their remit and where do they sit in the organisation? A: Oldham Internal Audit and Counter Fraud team continue to investigate a wide variety of fraud and misuse including Council Tax and Business Rates. The residual Counter Fraud team consist of 2 FTE, which includes the Assistant Manager – Counter Fraud, the Corporate Counter Fraud Officer and also there is currently Admin Support from an Apprentice.

23. Creation of SFIS Post SFIS Team Successes… Flexible Audit and Counter Fraud Team: –Greater joint working/aligned cultures and style –Ability to focus on corporate fraud risks to support Council governance –Deliver Audit and Counter Fraud Plan –Responsive to demand Redefined Corporate Counter Fraud Processes: –Successes reported to Managers and Audit Committee –Increase in whistleblowing referrals/ demand increased –New case system/aligned to Insurance fraud collaboration –Training proposition under development/intranet content review

24. Creation of SFIS Summary: Please consider…… Track Results to determine resource requirements Plan Corporate Counter Fraud resource now Engage with staff in scope throughout process Brief Members and Managers early Determine SPOC/ Post Transfer Arrangements now

25. Creation of SFIS Key Contacts Audit and Counter Fraud contacts: Andrew Bloor 0161 770 1205 andrew.bloor@oldham.gov.ukandrew.bloor@oldham.gov.uk Emma Parker0161 770 4895emma.parker@oldham.gov.ukemma.parker@oldham.gov.uk Jane Whyatt0161 770 4773 jane.whyatt@oldham.gov.ukjane.whyatt@oldham.gov.uk Fraud Hotline0161 770 4969investigations@oldham.gov.ukinvestigations@oldham.gov.uk

26. SFIS Transfer And Finally…… Any Questions? Thank you!