A PRO contract should measure the administrative actions the provider controls and make external dependencies visible. A broad promise of fast approval is difficult to manage because the provider may prepare and submit a case without controlling the receiving authority's decision. Useful service levels focus on completeness checking, accurate submission, communication and correction.
A PRO contract should measure the administrative actions the provider controls and make external dependencies visible. A broad promise of fast approval is difficult to manage because the provider may prepare and submit a case without controlling the receiving authority's decision. Useful service levels focus on completeness checking, accurate submission, communication and correction.
State how an authorised employer contact opens a request and what information is needed for the provider to assess completeness. Distinguish receipt of a message from acceptance of a ready-to-process case. Require the provider to identify missing inputs clearly rather than allowing an incomplete request to remain silently in a queue.
Use agreed case types where different processes apply. A single response measure may be misleading if routine administrative updates and complex applications require different checking. The provider should explain which classification it uses and how disputed priorities are resolved.
Specify that an update contains the latest completed action, current dependency, responsible person and next expected step. “Under process” may be a status label, but it is not enough information for HR to decide what to do.
For a hypothetical case returned for missing information, the update should identify the missing item, who supplies it and what happens after receipt. Keep the original submission and correction history visible. A corrected submission should not erase evidence of an avoidable initial preparation error.
Record when the provider is waiting for the employer, employee or an external organisation. Ask for evidence sufficient to understand the dependency. This distinction should improve diagnosis, not give the provider a blanket excuse for failing to follow up or communicate.
Define escalation when a case remains unresolved or the normal account contact is unavailable. Identify who can approve additional work and who can answer questions about the contractual scope. An employee asking for help should not unintentionally authorise a new paid service.
Measure avoidable corrections, useful updates and complete final handovers alongside case timing. Confirm what closes a case: issued records, receipts where relevant and an acknowledged account of any remaining action. Do not count an application as fully complete merely because it was submitted.
Review a sample of delayed or corrected cases each period. Use the findings to improve checklists and employer inputs. The SLA should make the case journey understandable and support better administration, rather than promise an outcome that neither party can independently control.
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