Benefit cap – joint working

1. Benefit cap – joint working Kate Robertson and Sally McTernan Striving for excellence www.enfield.gov.uk

2. Discussion points • One model doesn’t fit all – depends on current organisational structure and size of problem • Joined up communication, assessment and interventions has made the biggest difference • Real value in informal sharing of information within council, still issues with data sharing with government • Proactive briefings for voluntary sector, landlords and wider staff/partners worthwhile as are joint events • Need for flexibility – risks of predicting behaviour change and people’s circumstances months in advance • RSLs proving difficult to engage

3. Enfield’s story • Last summer expecting over 2000 families (6000 children) to be capped – now looks like 1400 families (but possibly 300 on incapacity benefit) • Large numbers of lone parents on income support living in private rental sector. • Significant variation between scans with large numbers coming off and on again • Cross council steering group on welfare reform chaired by Director of Finance, Resources and Customer Services supported by a Taskforce steering group with reps from voluntary orgs • Agreed a MoU with local Job Centre Plus to provide 2 staff focusing on mitigating impact through housing, employment and money management support

4. Enfield’s story continued • Ongoing data matching/sharing within council – adult social care, mental health teams, children’s social care, troubled families, Revs and Bens, housing, ALMO, children’s centres, free nursery places team • Virtual cross council team – JCP & Benefits together, others remain in current location but regular meetings and shared case management • Use shared EDMS system to record interventions, progress and outcomes • Access to DWP/JCP data • Proactive communications and outreach programme – combination of face2face, telephone contact and events • Referral routes in JCP support and debt counselling from CAB

5. Other models • Haringey – co-located team (the Hub) including money advisors, support workers, housing, Benefits staff, JCP staff (up to 5). Joint interviews with named other services - mental health, social workers, health visitors. Targeted outreach campaign with personal interviews • Croydon – co-located JCP, Benefits and Housing staff. Successful events with voluntary sector, employers, credit union. Dedicated JCP job search pcs in libraries and face2face centres • Bromley – not co-located but named contacts in JCP for liaison and information sharing with joint weekly surgeries and interviews. Worked well on identifying & prioritising vulnerable. Smaller numbers affected – under-occupation a bigger problem. Worked well within the Council in joining up support.

6. Learning points • Know your organisation and what would work for you • Very clear messages and plain speaking often said in person rather than by letter – if you want to stay in London you have to work • Relationship with JCP improved significantly – enhanced mutual understanding • Many unaware of JCP funding and information - still issues with relationship with work programme providers and complex referral routes into employment support and training • Depends on quality of JCP staff and their management – often pulled back to do DWP priorities • Still many barriers to work but council can give a more proactive and joined up support package now • Resolution of issues much quicker • Use of DHP as a carrot and stick to ensure people take responsibility for devising their own plan • Understand legislative conflicts re: housing – effective monitoring and record keeping will be key

7. Learning points continued • Co-ordination of communication and intervention and joint assessment/resolution of issues key to success • Landlords have been difficult to engage – want to know who’s affected but little evidence this is being used to support tenants. Jitters in private rented sector, often unfounded • Flexibility – tried to get ahead and got lots of DHP applications in early but priorities and circumstances change and people’s behaviour doesn’t always go to plan • Pragmatism – not everyone will want to work, discuss alternatives options and how they can be met • Take control of the situation yourself – DWP pre-planning has been poor with a lack of shared project plans, risk logs and very few written documents. Their understanding of council services and processes is poor. • Funding a monitoring officer & additional staff to deal with housing, DHP applications, rent collection and customer contact

8. Any questions?