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Housing Options Hub Event 21 March 2013 Julie Hunter

Housing Options Hub Event 21 March 2013 Julie Hunter. North Lanarkshire Council ~ Welfare Reform Group. Impact on People Impact on Council Services and Partners Impact on the Economy Training Campaigns Political Engagement Monitoring Resources.

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Housing Options Hub Event 21 March 2013 Julie Hunter

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  1. Housing Options Hub Event21 March 2013Julie Hunter

  2. North Lanarkshire Council ~ Welfare Reform Group • Impact on People • Impact on Council Services and Partners • Impact on the Economy • Training • Campaigns • Political Engagement • Monitoring • Resources

  3. The Health Impact of Financial Insecurity Key messages: • Financial insecurity is one of the greatest risks to health and well-being • Economic recession and the proposed welfare reforms are likely to lead to increasing inequalities • Welfare reform will have implications for health, housing and social care services, with increased pressure on primary care, mental health services and secondary services • Partners must work together and combine resources to address this significant public health challenge

  4. Summary of all the changes in the Welfare Reform Paper & Impact in North Lanarkshire Council • Based on the government’s estimates of the numbers of people who will be impacted upon when the welfare reform bill is introduced, the loss to North Lanarkshire’s economy will be considerable. • Source: Rights Advice Scotland Total Annual Loss of £40,695,790 - £48,497,090 Total Annual Loss of £40,695,790 - £48,497,090

  5. North Lanarkshire Council Housing Actions • Reviewed of all affected policies and procedures, e.g. Allocations, Housing Options, Rent Arrears; • Data analysis and research to identify affected households and business impacts; • Liaison with tenants, residents and PRS landlords; • Re-organising front-line services and boosting resources to further assist tenancy sustainment; • Key role in UC Pilot.

  6. North Lanarkshire CouncilUniversal Credit Pilot • Target group is tenants subject to under-occupancy charges; • Triage system using our Contact Centre as a Clearing House; • Involves numerous agencies signposting and actively referring for advice and assistance, budgeting skills, on-line skills, etc.; • Designed to prepare and support tenants and increase resilience within services to deal with the new demands; • DWP will monitor outputs and influence publicity

  7. Why? Main objectives are to: • support tenants claiming housing benefit to budget effectively; • assist them to improve their financial independence; • increase or maintain their disposable income; • sustain tenancies and minimise rent arrears cases; • support people with the process of moving from benefit into work. • reduce the risk of homelessness; • Understand barriers/access to online facilities; • Protect our citizens and services

  8. How? • Recruited and trained the new team; • Commissioned Gemap and MAS to provide services; • Developed set of forms (Financial Inclusion FA1 and Housing Options Questionnaire’s; • Pre-loaded onto “tablets” to reduce double input; • Gathered data during house visits and follow up appointment system; • Co-ordinated via our Customer Contact Centre; • Developing MIS and reporting framework; • Linked to broader Welfare Reform Officers Group; • Referral system automated; • Regular Steering Group meetings.

  9. Early Findings Based on visits completed to date: • 1,112 visits completed by 15th March • 142 office based appointments also completed • 90% have agreed to complete the questionnaire • 56% note no confidence in being able to manage the change • 54% will review household budgets • 16% will need to move house • 12% will try to find work or increase hours • 48% advise they or their partner has a disability • 42% of all have submitted DHP applications

  10. What the DWP want to know • What is different about the approach taken by the LA? • How has this contributed to more effective delivery? • What difference has this made to net outcomes for claimants? • What would have happened anyway? • What are the net savings from the approach? • Which aspects of service delivery didn’t work as well as intended? • What would you do differently? • What is the potential to adopt the approach elsewhere: LAs & UC? • What are the main lessons for the development and roll-out of UC? • Any strong examples of promoting more effective partnership working?

  11. Business Planning • Risk assessments completed; • Scenario testing done; • Revenue impacts identified; • Mitigation plans effected; • Flexible accommodation (temporary) • Re-classification for significant adaptations • Sustainability Fund

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