Welfare Reform, the journey

A look at Croydon’s welfare reform approach

Welcome and IntroductionMarie Hardeman

Support Services Manager, Income and Benefits

The challenge

• Largest London Borough • Multiple changes occurring • 1 of 4 national benefit cap pilot authorities• 16,113 Croydon residents affected • 1,383 customers experiencing multiple changes • £8,423,185 lost in benefits• Various services, internally & externally, supporting the

same customer base independently

CTS Only12,967 people affected

Average loss £4

BC Only490 people affected

Average loss £78

UO Only1,273 people affected

Average loss £16

CTS + BC231 people

Average £98

CTS + UO1,143 peopleAverage £19

UO + BC7 people

Average £74

Impact of Welfare Reforms: Totals

16,113 people affected Average loss £10

Yearly impact £8,423,185

Any CTS – 14,343 peopleAny BC – 730 people

Any UO – 2,425 people

All2

Impact of Welfare Reforms: Benefit Loss Bandings

Total Loss in Benefit (Weekly)

Number Affected

Percentage of Those Affected

Average Financial

Impact per Household (£ per week)

Weekly Impact(Total)

Yearly Impact(Total)

Less than £10 12,261 76% £3.69 £45,243 £2,358,896 Between £10 and £20 2,403 15% £14.45 £34,729 £1,807,772 Between £20 and £30 768 5% £24.23 £18,610 £968,420 Between £30 and £40 165 1% £33.40 £5,510 £286,706 Between £40 and £50 149 1% £43.50 £6,482 £337,124 Between £50 and £100 134 1% £73.86 £9,897 £514,697 Between £100 and £200 163 1% £136.86 £22,308 £1,160,059 Between £200 and £300 56 0% £249.49 £13,972 £726,544 Between £300 and £400 11 0% £340.76 £3,748 £194,922 Between £400 and £500 3 0% £436.18 £1,309 £68,045 Over £500 0 0% £0.00 £0 £0  16,113 100% £10.04 £161,807 £8,423,185

Version 8: Data Set 8 v28

The Journey

• Quickly understanding the scale of the challenge• What do customers understand – what matters? • Move away from traditional silo working, solutions

possible but not in isolation• Engagement was critical. We recognised we needed to

explain these changes in person• Worked closely with 3rd sector organisations to develop

tools and policies• We developed an engagement approach that we feel is

unique

Our approach

DWP/HMRC· Fast Track

applications - DLA- Carer- WFTC

· Welfare rights / CAB /Mind /SLAM

Undertake intervention activity

Identify customer context and vulnerability Help / Bridge

Funding

· DHP · CDS (Social Fund)· Adult Social care· Children’s

Services

Support Guidance

· Debt guidance· Budgeting support· Financial support

from householdRemaining

(with support)

JCP/Reed· Courses· Employment Options· Work readiness ass.· Long term

unemployed· Support to increase

hours

Housing/Housing assoc

· Housing advice· Housing officer· Housing Association· Housing options· Private landlord

Moving

Coping(with own resources)

Employment

Exempt

3rd Sector

· Fostering· Other support

CFL· Fostering· Adoptions· Mental Health· Special needs

Adult Services· Disabled

adaptations· Mental Health

Coping· Understand how· Identify support· Budget / Debt advice· Advice· NDD contribution

Data analysis and assessment

- Tenure and household

- Segmentation by financial impact

Additional help and support

Adult Services

3rd Sector partners

Children’s Services

Sustainable solution

Change in circumstances

Immediate resolution

Short-term crisis support

Short/medium term bridge

funding

New job

Increased hours

Newly work ready

Appropriate accommodation

Affordable existing

accommodation

Exempt

Shortfall managed

Shortfall not managed

Successful support package

Additional support

identified for support package

Unsuccessful – targeted action

Identify customer context and vulnerability

Work with partners to engage with customerTrack and monitor

outcomesDeliver tangible results

Use bridge funding constructively

Working together our partners…

Helping people to help themselves – a selection of our self help tools

Culture change

• Helping customers to help themselves• There is no best practice• This is a bigger change for our customers, than for the

organisation• The intervention is designed around the customer• All engagement is outcome focussed, not process

focussed

The results…so far

• In the first six months reduced unemployment by 16.6% on the same time last year

• Two households evicted solely because of Welfare Reform.

• Council rent collection above the average for the last 5 years

• 398 Households now in employment

Results

• Positive engagement with 3330 households, with 84% of cases achieving successful outcomes

• Our closed customer would have faced an annual loss of £3,240,775.72

• Based on an average salary, the customers now working are contributing £2,247,913.25 per annum income tax

• By supporting behavioural change and offering budgeting support our customers have met a weekly shortfall of

£20,677.83 per week

Don’t take our word for it…“Very good service and we are very thankful as it has solved a lot of problems for the whole family. I now have a job and we are living affordably in Ipswich. We don’t have to worry about the money we needed to be in Croydon.’’

“This really helped us out. We wouldn’t have been able to consider moving without a DHP and we are now looking at paying half the amount of rent monthly for a larger 4 bed house as we are moving to Leicester which is brilliant as my partner has family there. We are all very excited it’s the best result possible for us.’’ “Excellent service, everything moved really quickly.” “The lady that dealt with our application was lovely. She kept us informed throughout andsaid she would call us when we were due for a review. Cannot fault this service”

“I could not be more thankful for how this has helped me out financially. I am now in the process of downsizing and really happy’’

The future – what does this mean?

• Support for customers to return to work in the longer term • Help people secure a position of stability• Clear housing options and packages for customers

wanting to downsize• Utilising the Council’s role as a key creator and enabler of

jobs, working as a jobs broker for local residents• A radical new relationship with the 3rd sector, providing a

seamless experience for customers– 3rd sector acting as both a front door, and a key

delivery partner.

Questions