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There is no prescriptive list which provides a comprehensive definition of eligible spend under the Resilience Services.

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Authorities have the flexibility to design schemes that best meets the needs of their local communities, provided these initiatives meet the resilience outcomes set out in paragraph 102. There is no specified amount Authorities must spend on Resilience Services, as this will vary on a case-by-case basis. However, given the Fund’s emphasis on building financial resilience, Authorities are expected to use a significant amount of their total Fund allocation on Resilience Services. Note: A ‘significant amount’ is not quantified in recognition of the differing local contexts. Authorities are encouraged to determine what constitutes as significant within the context of their local needs and existing provision of Resilience Services. An outcomes-based approach means that funding decisions should be guided by the impact services have on improving financial resilience. Authorities should be able to demonstrate a clear rationale for how their chosen services contribute to one or more of the following outcomes, which are explained further below: increased savings, reduced priority debt, reduced need for emergency food parcels, reduced material deprivation, maximised income, fewer repeat crisis applications and increased access to appropriate and quality advice services. Note: Authorities should be able to demonstrate a clear rationale for how the CRF investment in their chosen Resilience Services will meet medium and long-term CRF outcomes. Services that only meet short-term outcomes are more aligned with crisis support, rather than increasing financial resilience.

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There is no prescriptive list which provides a comprehensive definition of eligible spend under the Resilience Services. Authorities have the flexibility to design schemes that best meets the needs of their local communities, provided these initiatives meet the resilience outcomes set out in paragraph 102. There is no specified amount Authorities must spend on Resilience Services, as this will vary on a case-by-case basis. However, given the Fund’s emphasis on building financial resilience, Authorities are expected to use a significant amount of their total Fund allocation on Resilience Services. Note: A ‘significant amount’ is not quantified in recognition of the differing local contexts.

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Authorities are encouraged to determine what constitutes as significant within the context of their local needs and existing provision of Resilience Services. An outcomes-based approach means that funding decisions should be guided by the impact services have on improving financial resilience. Authorities should be able to demonstrate a clear rationale for how their chosen services contribute to one or more of the following outcomes, which are explained further below: increased savings, reduced priority debt, reduced need for emergency food parcels, reduced material deprivation, maximised income, fewer repeat crisis applications and increased access to appropriate and quality advice services. Note: Authorities should be able to demonstrate a clear rationale for how the CRF investment in their chosen Resilience Services will meet medium and long-term CRF outcomes. Services that only meet short-term outcomes are more aligned with crisis support, rather than increasing financial resilience.

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Please refer to CRF Reporting Requirements for detail on the monitoring and MI required from Authorities in support of the outcomes-based approach. DWP recognises that the timeline for realising improvements in each CRF outcome will vary depending on the specific outcome in question. Authorities will have discretion in which services they fund. It is expected that the CRF-funded Resilience Services positively impact one or more of the following CRF outcomes: Note: Advice must be appropriately accredited where relevant. For example, debt advice is a regulated financial activity and therefore should be authorised and regulated by the Financial Conduct Authority (FCA), unless appropriate exemptions or exclusions are in place. Please refer to CRF Reporting Requirements for detail on the monitoring and MI required from Authorities in support of the outcomes-based approach. DWP recognises that the timeline for realising improvements in each CRF outcome will vary depending on the specific outcome in question.

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They have also provided outreach support to address digital exclusion through Citizens Advice Hampshire in community areas, delivering specialist resource to target those who need extra help to navigate online application processes by offering support with form filling, benefit applications, immigration forms and other online accounts. Their ‘Warm and Welcome’ offer, delivered through library services, has helped to extend community offers, including signposting to relevant services, ‘chat about’ groups for the elderly and infirm and the provision of warm and welcome resources, warm spaces, and sanitary products. This is estimated to benefit up to 8,000 households across the range of support. Birmingham City Council’s Cost-of-Living programme engages with hundreds of partners to provide a wide range of support to vulnerable residents. Thrive Together Birmingham have been key in supporting engagement with the Warm Welcome Network of Warm Welcome Spaces, 180 of which are funded by the Household Support Fund.

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They are supporting coordination of a Furniture and Clothing Poverty group, which provides tangible item packages (including furniture, clothing, white goods and carpets to residents), upcycling and signposting to other services within their network to provide even wider wraparound care. They are also providing residents with benefits and other income maximisation support through advice services, focusing on employment pathways and job training programs. Their financial resilience scoring system ensures support reaches those most in need and their holistic and wraparound support reaches all areas of the community. In deciding which Resilience Services to fund, Authorities should consider the impact that a service can provide. For example, Authorities can choose between a service that has a moderate impact on multiple outcomes or a service that has a significant impact on one outcome.

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There is no prescribed approach and services do not have to meet all of the resilience outcomes. Crisis Payments and Housing Payments should refer into the Authority’s Resilience Services, ensuring a joined up approach across the Authority and wider support services and these pathways should operate in both directions. This reinforces the scheme’s ‘no wrong door’ approach that enables applicants to receive appropriate support, regardless of their initial point of contact (see paragraph 93). Resilience Services should not be restricted to those who receive Crisis Payments or Housing Payments. Authorities should work to raise awareness of their Resilience Services, such as outreach activities, clear and accessible information and cross-organisational (for example, social care services) staff training to ensure internal consistency in referrals and signposting from wider Authority staff (see paragraphs 167 to 172 for further information on raising awareness). Authorities will have discretion in which services they fund. It is expected that the CRF-funded Resilience Services positively impact one or more of the following CRF outcomes: Note: Advice must be appropriately accredited where relevant. For example, debt advice is a regulated financial activity and therefore should be authorised and regulated by the Financial Conduct Authority (FCA), unless appropriate exemptions or exclusions are in place. These priorities reflect a person-centred, outcomes-led model with strong wraparound support in alignment with the Fund’s intent to address root causes, not just crisis symptoms. Resilience Services should be developed in consideration of the complex, interrelated factors that affect an individual’s financial resilience such as income, health, education, housing security, financial literacy, debt, savings, caring responsibilities and access to affordable credit. Authorities should consider implementing services that can deliver: budget maximisation, such as by funding advice services (including but not limited to debt, energy and housing). Advice services can be delivered in-house by Authorities or by an external provider budget maximisation, such as by funding advice services (including but not limited to debt, energy and housing).

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Awareness and access are vital to ensure Resilience Services can act as early interventions to identify and address issues before crises occur. The CRF does not operate in isolation. It exists within a network of provisions delivered by Authorities, other public services, voluntary and community sector organisations and more. Authorities must carefully consider how best to position their CRF schemes within their own local landscapes. This includes considering how the CRF interacts with these other funding streams and builds upon existing provisions, including the potential for matching or pooling funds.

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Authorities should work closely with local Job Centres and DWP Services and actively seek to integrate the delivery of their CRF schemes with other local and national frameworks aligned to building financial resilience. This includes initiatives such as National Strategies on Financial Inclusion, Child Poverty and Homelessness and Rough Sleeping and placed-based initiatives including, but not limited to, Local Get Britain Working Plans, Get Britain Working Trailblazers, Connect to Work and WorkWell. Advice services can be delivered in-house by Authorities or by an external provider income maximisation, such as through benefit checks and application support, employment and training advice, access to alternate support grants, community childcare or CV building services income maximisation, such as through benefit checks and application support, employment and training advice, access to alternate support grants, community childcare or CV building services income smoothing, such as enabling access to affordable credit, supporting saving behaviours or encouraging appropriate insurance take-up income smoothing, such as enabling access to affordable credit, supporting saving behaviours or encouraging appropriate insurance take-up financial capability, such as supporting future planning services and financial education financial capability, such as supporting future planning services and financial education The Royal Borough of Greenwich’s recruited an established debt adviser to build their in-house Money Advice Team, recruiting a mix of council colleagues with transferrable skills, as well as recruiting externally. Extensive one to one training was provided, supplemented with resources from the Money Advice Trust, with each officer working towards the CMAP accreditation from the Institute of Money Advisers. The team has established referral routes from the Borough’s Emergency Support Scheme, Welfare Rights colleagues, Tenancy Income for council tenants with rent arrears at risk of eviction, Council Tax Enforcement and Discretionary Housing Payments assessment team.

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By working collaboratively with parts of the council that collect debt, the Money Advice Team has been able to target those in financial crisis very effectively. The Borough provide advice on income maximisation, expenditure reduction and debt prioritisation, followed by an intensive one to one case work service to put a solution in place. The Borough’s in-house welfare rights service works in partnership with community-based advice provision through a network of outreach advice hubs.

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The hubs cas best paypal casino uk provide access welfare benefits, debt, housing, generalist and, in some locations, immigration advice, with multiple advice providers in the same place at the same time. An effective triage process is in place at each location, which is key to the running of the session. The model deliberately chose appropriate community locations, prioritising accessibility and convenience for residents. Hampshire County Council community wellbeing workers are providing preventative support services for over 600 older adults and are linked in with the Hampshire Social Prescribing network.

They can provide face to face support and signposting to the most vulnerable older adults to support networks, such as in accessing community pantries and Citizens Advice services.

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They have also provided outreach support to address digital exclusion through Citizens Advice Hampshire in community areas, delivering specialist resource to target those who need extra help to navigate online application processes by offering support with form filling, benefit applications, immigration forms and other online accounts.

Their ‘Warm and Welcome’ offer, delivered through library services, has helped to extend community offers, including signposting to relevant services, ‘chat about’ groups for the elderly and infirm and the provision of warm and welcome resources, warm spaces, and sanitary products. This is estimated to benefit up to 8,000 households across the range of support. Birmingham City Council’s Cost-of-Living programme engages with hundreds of partners to provide a wide range of support to vulnerable residents. Thrive Together Birmingham have been key in supporting engagement with the Warm Welcome Network of Warm Welcome Spaces, 180 of which are funded by the Household Support Fund. They are supporting coordination of a Furniture and Clothing Poverty group, which provides tangible item packages (including furniture, clothing, white goods and carpets to residents), upcycling and signposting to other services within their network to provide even wider wraparound care.

They are also providing residents with benefits and other income maximisation support through advice services, focusing on employment pathways and job training programs. Their financial resilience scoring system ensures support reaches those most in need and their holistic and wraparound support reaches all areas of the community. In deciding which Resilience Services to fund, Authorities should consider the impact that a service can provide. For example, Authorities can choose between a service that has a moderate impact on multiple outcomes or a service that has a significant impact on one outcome.

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These priorities reflect a person-centred, outcomes-led model with strong wraparound support in alignment with the Fund’s intent to address root causes, not just crisis symptoms. Resilience Services should be developed in consideration of the complex, interrelated factors that affect an individual’s financial resilience such as income, health, education, housing security, financial literacy, debt, savings, caring responsibilities and access to affordable credit. Authorities should consider implementing services that can deliver: budget maximisation, such as by funding advice services (including but not limited to debt, energy and housing). Advice services can be delivered in-house by Authorities or by an external provider budget maximisation, such as by funding advice services (including but not limited to debt, energy and housing). Advice services can be delivered in-house by Authorities or by an external provider income maximisation, such as through benefit checks and application support, employment and training advice, access to alternate support grants, community childcare or CV building services income maximisation, such as through benefit checks and application support, employment and training advice, access to alternate support grants, community childcare or CV building services income smoothing, such as enabling access to affordable credit, supporting saving behaviours or encouraging appropriate insurance take-up income smoothing, such as enabling access to affordable credit, supporting saving behaviours or encouraging appropriate insurance take-up financial capability, such as supporting future planning services and financial education financial capability, such as supporting future planning services and financial education The Royal Borough of Greenwich’s recruited an established debt adviser to build their in-house Money Advice Team, recruiting a mix of council colleagues with transferrable skills, as well as recruiting externally.

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Extensive one to one training was provided, supplemented with resources from the Money Advice Trust, with each officer working towards the CMAP accreditation from the Institute of Money Advisers. The team has established referral routes from the Borough’s Emergency Support Scheme, Welfare Rights colleagues, Tenancy Income for council tenants with rent arrears at risk of eviction, Council Tax Enforcement and Discretionary Housing Payments assessment team. By working collaboratively with parts of the council that collect debt, the Money Advice Team has been able to target those in financial crisis very effectively. The Borough provide advice on income maximisation, expenditure reduction and debt prioritisation, followed by an intensive one to one case work service to put a solution in place. The Borough’s in-house welfare rights service works in partnership with community-based advice provision through a network of outreach advice hubs.

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The hubs cas best paypal casino uk provide access welfare benefits, debt, housing, generalist and, in some locations, immigration advice, with multiple advice providers in the same place at the same time. An effective triage process is in place at each location, which is key to the running of the session. The model deliberately chose appropriate community locations, prioritising accessibility and convenience for residents. Hampshire County Council community wellbeing workers are providing preventative support services for over 600 older adults and are linked in with the Hampshire Social Prescribing network. They can provide face to face support and signposting to the most vulnerable older adults to support networks, such as in accessing community pantries and Citizens Advice services. There is no prescribed approach and services do not have to meet all of the resilience outcomes. Crisis Payments and Housing Payments should refer into the Authority’s Resilience Services, ensuring a joined up approach across the Authority and wider support services and these pathways should operate in both directions. This reinforces the scheme’s ‘no wrong door’ approach that enables applicants to receive appropriate support, regardless of their initial point of contact (see paragraph 93). Resilience Services should not be restricted to those who receive Crisis Payments or Housing Payments. Authorities should work to raise awareness of their Resilience Services, such as outreach activities, clear and accessible information and cross-organisational (for example, social care services) staff training to ensure internal consistency in referrals and signposting from wider Authority staff (see paragraphs 167 to 172 for further information on raising awareness). Awareness and access are vital to ensure Resilience Services can act as early interventions to identify and address issues before crises occur.

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The CRF does not operate in isolation.

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It exists within a network of provisions delivered by Authorities, other public services, voluntary and community sector organisations and more. Authorities must carefully consider how best to position their CRF schemes within their own local landscapes. This includes considering how the CRF interacts with these other funding streams and builds upon existing provisions, including the potential for matching or pooling funds. Authorities should work closely with local Job Centres and DWP Services and actively seek to integrate the delivery of their CRF schemes with other local and national frameworks aligned to building financial resilience. This includes initiatives such as National Strategies on Financial Inclusion, Child Poverty and Homelessness and Rough Sleeping and placed-based initiatives including, but not limited to, Local Get Britain Working Plans, Get Britain Working Trailblazers, Connect to Work and WorkWell.