Consumer Duty Evidence Pressure Test

The annual report on outcomes has to rest on data from the workflow. Answer from your own volumes and handling, and this estimates what chasing, repair and making cases reportable consume today — on your inputs, with your uncertainty, not ours.

Before you start

What this is, and what it is not

  • An estimate of what your own numbers imply about avoidable effort in one insurance workflow, including the effort of making its cases reportable.
  • A statement of how confident that estimate can be, given where your numbers came from.
  • A list of the assumptions doing the most work, and the evidence that would settle them.
  • Capable of concluding that there is probably not enough concentrated avoidable work to justify investigating further — and it says so when your inputs imply it.
  • A saving. Nothing here is money you will recover, and the tool never says it is.
  • A compliance assessment, a gap analysis or an opinion on whether your reporting meets the Duty. That is a matter for the firm and its advisers, and nothing here speaks to it.
  • A measurement. It runs on what you tell it, and it is exactly as good as that.
  • A substitute for the engagement. Establishing what the workflow actually costs, and which intervention is justified, is what the Evidence Sprint is for.
Why the data question is now a board question

The annual report on outcomes has to be evidenced, not asserted

The FCA requires a firm to prepare a report for its governing body on the results of its outcomes monitoring, and requires that body to review and approve it, confirm whether it is satisfied the firm is complying, and assess whether future strategy is consistent with the Duty. The rules set no template, and no fixed date after the first report: the cycle is the firm’s own.

What the FCA has published since is a consistent account of where firms fall short, and it is an operational account rather than a drafting one. Reviews of board reports found data quality insufficient to justify the conclusions drawn, monitoring thresholds absent or unexplained, and — a year later — extensive data presented without an explanation of what it demonstrated. The insurance-specific review found metrics that were not comprehensive enough, data that lacked analysis, thresholds that did not appear appropriately set, and little monitoring of outcomes at claim settlement.

That is a workflow problem before it is a reporting problem. A case that was closed without its outcome recorded, its reason coded, or the missing evidence obtained from elsewhere in the distribution chain cannot be counted in a report, however the report is written. The effort of making cases reportable after the fact is operational effort, and it is rarely measured.

FCA sources only, each with its reference and its date. Leania states no regulatory position and gives no compliance advice: what is quantified here is operational effort, and what the report must contain is a matter for the firm and its advisers.

Your inputs

Seven numbers and two answers

Loads the published synthetic insurance figures, so you can see how the result reads before answering anything. Chasing and repair apportion the published model's single avoidable-minutes figure using the log's own defect split, so the two together are exactly the published figure. Synthetic demonstration case: not a client, and not a result.

Assumed baseline. Volume, rate, both affected shares and the reportable population are derived from a synthetic operational log of 180 constructed rows, and the duration of making a case reportable is a stated Leania default. No client data and no real operating log stands behind any of it.

One workflow, not the whole book. Submissions, mid-term adjustments, certificates or claims — whichever queue you want to put a number on.

Where does this number come from?

Chasing missing evidence

Pursuing claims history, exposure schedules, proposal information or authorisation that did not arrive with the case.

Where does this number come from?
Where does this number come from?

Repair and re-keying

Correcting inconsistent values, resolving duplicates, and entering the same information again as the case crosses systems.

Where does this number come from?
Where does this number come from?

Making the case reportable

The work after the case closes: recording what the outcome was, coding why, and obtaining what is missing from another party in the chain, so it can be counted rather than only closed.

Where does this number come from?
Where does this number come from?

Salary, employment costs and overhead. Not a charge-out rate.

Where does this number come from?
Do the same two or three defect categories cause most of the chasing and repair?

"We don't know" is a legitimate answer, and a common one. It is named as an evidence gap in the result rather than treated as a missing input.

What are you already seeing? Select any that apply.

These do not enter the calculation. They separate a theoretical number from operational pain.

What happens to these answers. Your answers and the result are stored so the result can be reproduced if the calculation changes. Nothing identifies you: there is no account, no cookie and no tracking across visits, and the session reference exists only to show you this result. Nothing is sent anywhere until you press the button.

Pressure-test this against the real workflow

Review an insurance workflow