Welfare Reform Team Evaluation of European Social Fund pilot project 2014-2015

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5. The customer journey For the project, the team adapted the successful triage and customer engagement model developed during the Universal Credit local authority pilot in 2013-14. The triage process was subject to an earlier evaluation 6 and we have not duplicated this for this project. Briefly, however, triage and engagement was designed on the following principles: • A proportionate and multi-layered approach The level of support offered to customers depends on needs identified during the triage process. It ranges from low level support where a customer is able to cope with welfare reform independently to high level intensive support, where the team has an ongoing casework relationship with customers. • Topical guidance Effective assessment of customer needs and ongoing support depends on building a relationship with the customer, and a scripted approach to customer engagement does not allow an effective relationship to develop. • Extensive and holistic support The team embraced the “one council” approach, with caseworkers focusing on building a relationship of trust with customers and providing a flexible, tailored offer (including partnership referrals) to meet individual customer needs. • Exclusive triage (an ongoing relationship) Customers with high support needs worked with one caseworker, bypassing the need for triage to be repeated and allowing caseworkers to develop a proactive approach to meeting their customers’ needs. As one of the key aims of the project was to support customers into work, the team redesigned the triage process and form to focus more clearly on customers’ barriers to work and the support needed to remove these. A copy of the revised triage process from April 2014 is included as Appendix 3. The table below shows customer routes into the project and the way in which the project assessed customer needs, made DHP awards and reviewed customer progress. DHP is typically awarded for three months at a time, so customers with high level support needs would usually have a case review in line with the DHP cycle. 6 Oxford City Council (2014). Part 3 - Triage & Face-to-Face. In: Oxford City Council - LA Led Pilot Final Evaluation. Oxford: OCC 24
Customer selfrefers through DHP application Referral from external partnership e.g. CAB, JCP Internal referral e.g. contact centre, Benefits, Home Choice Team identifies customer from housing & new benefit claim data Team assesses customer to decide whether they are eligible for the project and records the criteria on which the customer falls within scope Team contacts customer to invite them to a triage meeting Letter of introduction sent to potential customers, outlining the offer of help and inviting them to a triage meeting Triage meeting with customer, assessing barriers to work, work experience and aspirations, confidence in finding work, digital access and personal budgeting support needs. Potential types of support identified, action plan of support and customer activity agreed. Team explains the ESF project and customer signs triage form confirming agreement to engage with the project Refer the customer to the relevant partner(s) to deliver the agreed activity plan. DHP assessed and customer notified in writing of award amount, duration and conditions of the award. Follow up with partner to confirm that customer has engaged with support Customer meets with partner(s) and begins the agreed course of support or training Team confirms with partner activity undertaken by customer and customer progress to agreed objectives. Regular operational meetings with close partners e.g. JCP, CAB, job clubs Customer has follow up meeting with team caseworker, usually around the review of a DHP award. Review points include customer feedback, agreeing further support needs and activity (if needed), review of triage form and reassessment of customer and project activity. DHP can be re-awarded Customer finds work DHP to support transition into work Case closed 25
Page 1 and 2: Welfare Reform Team Evaluation of E
Page 3 and 4: The project in numbers 230 particip
Page 5 and 6: found very difficult to cope with,
Page 7 and 8: Partnerships This section outlines
Page 9 and 10: • the setting up of the Welfare R
Page 11 and 12: • two Welfare Reform Project Offi
Page 13 and 14: Project milestones and changes to p
Page 15 and 16: • ESF Department made an on the s
Page 17 and 18: 3. Marketing & Communications The t
Page 19 and 20: The team has an active Twitter acco
Page 21 and 22: 4. Partnerships A key aim of the ES
Page 23: nominated JCP work coaches, and a s
Page 27 and 28: Customers gave lack of experience,
Page 29 and 30: 40 Confidence in finding work in th
Page 31 and 32: DHP in future 11 . For project cust
Page 33 and 34: Customer stories The best way to il
Page 35 and 36: When Richard was benefit capped in
Page 37 and 38: Ayesha Ayesha is a single parent wi
Page 39 and 40: Laurence We helped Laurence as part
Page 41 and 42: Mel and Ian agreed to follow both o
Page 43 and 44: 6. Performance & Documentation Meas
Page 45 and 46: People on JSA who have not found wo
Page 47 and 48: 50% 45% 43% Confidence in ICT skill
Page 49 and 50: Management information There was a
Page 51 and 52: The team should consider whether da
Page 53 and 54: There were 38 responses to the cust
Page 55 and 56: “Want to do permitted work and ne
Page 57 and 58: Appropriateness of referrals “Yes
Page 59 and 60: “We supplied members of staff fro
Page 61 and 62: We met with our Communications team
Page 63 and 64: Status on leaving the project 6 6%
Page 65 and 66: funded by ESF to deliver the projec
Page 67 and 68: we felt least likely to engage with
Page 69 and 70: Appendices Appendix 1 Communication
Page 72 and 73: Questionnaire Summary Results This
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Questionnaire: Partner survey - Wel
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Respondent Name esfp18 Respondent E
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Appendix 4 DWP Unit Cost Savings fo
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| UnemployedMonths Gender | 12 - 23
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RECODE of | LeavgStat | (LeavingSta
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CHI SQUARE TESTS OF ASSOCIATION . t
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. tab LeavgStat2 Ethnicity3, row co
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. tab LeavgStat2 debt, row col exac
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Questionnaire Summary Results This
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The Job Fair was useful to encourag
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Questionnaire: Customer survey - We
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Questionnaire: Customer survey - We
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Respondent Name Respondent Email Ad
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Barton Neighbourhood Job Fair 15 th
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General comments on the above feedb
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Barton Job Fair July 2015 - Appendi
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Barton Job Fair July 2015 - Appendi
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Barton Job Fair July 2015 - Summary
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Welfare Reform Team Oxford City Cou
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Welfare Reform Team Evaluation of European Social Fund pilot project 2014-2015

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