Personalising welfare support by 49NUm54y


									Personalising welfare support
          About Community Links
   Been in Newham, east London for 35 yrs
    delivering services to the local community
       Welfare, debt and housing advice
       Early action hubs
       Employment and training
       Education links
       Links UK.
   one of the most culturally diverse populations in
    the country, high deprivation levels and a much
    younger age profile than the national average
         Personalised support =
   People receive help that is tailored to their
    individual needs.

   Universal Credit and the associated regimes are
    designed on the basis of a person’s individual
                The current situation
   The benefits system has been redesigned
       More claimant groups experiencing tougher conditionality
       Conditionality tailored to individual circumstances and capability
       In work conditionality
       Increased adviser discretion
       Introduction of a claimant commitment
       A digital by default system - cost cutting and customer friendly

   A new employment support programme for the
    long-term unemployed has been designed and
       Black box
       Minimum service standards
    Turning policy into delivery

   Customer’s reaction
   Who manages the clients journey?
   What skills will frontline advisers need?
   How to detect circumstances and capability
      Turning policy into delivery
The claimant commitment

   Co designed
   Dynamic document
   Tool to engaging customers
   Contents should address a claimant’s personal
   Actions decided in a collaborative nature;
    engaging and motivating claimants
        Turning policy into delivery
Personalising an online service

 The need for face to face support
 Cuts to face to face advice services
 UC online –
       Initial application for an award
       Registering changes of circumstances
       Communicating rights and responsibilities
       Accessing employment opportunities
       Detect vulnerability
    What else needs to happen?
Operational changes:
 Improve the quality of customer service: The
  performance framework should include minimum
  service standards that ensure high quality and
  personalised provision and ones that foster
  ‘deep value’ relationships between customer
  service providers.

   Develop adviser’s skills: improve staff training
    and guidance on tailored support so that skilled
    advisers are matched to customers based on
    their needs.
        What else needs to happen?
Structural changes:
 A reformed Jobcentre Plus: The process for
  diagnosis and referral should be made more
  effective by introducing:
       A specific diagnosis and referral unit.
       A separate dedicated employment support unit for
        customers with less intensive support needs.

   Redesign the differential pricing model: the
    differential pricing model used with the Work
    Programme should be based on the level of need,
    not the benefit type a person receives so providers
    are funded to sufficiently support all customers to
    the level of intensity each individual
       Contact details

     Maeve McGoldrick
       020 74739644

      Community Links

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