Universal credit update
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- Darcy Leonard
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1 Learn with us. Improve with us. Influence with us Universal credit update Sam Lister, Policy & Practice Officer, CIH
2 Aims What is universal credit Policy development and timetable Understanding the jargon Demonstration project findings Early preparation (good practice) Innovation in tenant payment A summary of the day Learn with us. Improve with us. Influence with us 2
3 Universal credit what s it about? Learn with us. Improve with us. Influence with us
4 Universal credit main features Better off in-work Keep more as you earn more Smoother transition in and out of work Single combined benefit Payment to tenant Centralised administration Learn with us. Improve with us. Influence with us 4
5 Net pay, benefits and tax credits Current benefits & tax credits Weekly gross pay Net pay Child benefit Jobseekeer's allowance Working tax credit Child tax credit Housing benefit Localised CTRS Couple, two children, one earner, rent 75.00, council tax Learn with us. Improve with us. Influence with us 5
6 Net pay and benefits Universal credit Weekly gross pay Net pay Child benefit Universal credit Localised CTRS Couple, two children, one earner, rent 75.00, council tax Learn with us. Improve with us. Influence with us 6
7 Weekly net earnings & benefits (ex CTR) Current & UC compared Earnings plus basic benefits (excluding CTRS) HB/WTC/CTC Earnings plus basic benefits (excluding CTRS) UC 0.00 Gross weekly pay ( ) Couple, two children, one earner, rent 75.00, council tax Learn with us. Improve with us. Influence with us 7
8 Policy development Learn with us. Improve with us. Influence with us
9 The shifting timetable Revised UC timetable? Pilots (April 2013) Non-HC only? Selected areas (October 2013) Gradual HC start - Selected areas? (April 2014) Increase to 10,000 s by end of year (?) HB end date remains the same (October 2017) Learn with us. Improve with us. Influence with us 9
10 Policy sources Led by UC Personal Budgeting Support Support Exceptions Working Group (SEWG) Landlords Group Extended landlord group (You?) Local Delivery Partnerships 37 DWP Districts 380 Local authorities LDP announcement later this month? Learn with us. Improve with us. Influence with us 10
11 Personal Budgeting Support PBS comprises Alternative Payment Arrangements Budgeting Support (banking products) Money Advice Alternative Payment Arrangements Housing costs exception (landlord direct) Frequency payment (twice a month) Split payments (e.g. domestic violence) Assumption APAs are time limited Learn with us. Improve with us. Influence with us 11
12 Identifying support Overall ethos to move towards no support PBS questioning done by local authority (?) Support at two levels Tier 1: One off support Tier 2: More substantial on-going support Triggers for APAs Rent arrears trigger to limit risk Budgeting advances (?) Variation for ESA support group (?) Learn with us. Improve with us. Influence with us 12
13 Demonstration project findings Learn with us. Improve with us. Influence with us
14 General lessons Common findings Poor customer knowledge Tenant vulnerability is a weak/moderate predictor of payment behaviour Some least vulnerable are least reliable Some most vulnerable are most reliable 80/20 contact rule of thumb Performance rises after first payment Learn with us. Improve with us. Influence with us 14
15 Rent collection After period four Collection rate - 92% 6220 tenants, 308 (5%) switchback After period eight Collection rate - 94% 6327 tenants, 1098 (18%) switchback Comparison collection rate ranges Demonstration project range 91%-97% Current sector wide range 95%-96% Raising collection rates Highly resource intensive Required resource tends to level off over time Learn with us. Improve with us. Influence with us 15
16 Communication Hard-core of around 20% that do not respond Early clear communication works best A preference for personal contact A mix of methods works best different demographics have different preferences Significant increase in cost (more than banking) Learn with us. Improve with us. Influence with us 16
17 Getting in shape Learn with us. Improve with us. Influence with us
18 Staying positive Start with your vision How will the service look in ten years time? How might a service look in when everyone pays? What is your role in helping tenants into work? Look to what you can control Learn with us. Improve with us. Influence with us 18
19 Tasks Understand what s going on (scope, timetable) Set long-term vision Create headroom (up your game on arrears) Use time the time to be creative Find your partners (e.g. banking products) Consult Test and refine Learn with us. Improve with us. Influence with us 19
20 Rent arrears good practice Be visible Telescope process Say it, do it Do it differently Offer a range of payment methods Chase small debts Support for can t pay (money and benefits advice) Realistic repayments Corporate priority Learn with us. Improve with us. Influence with us 20
21 Getting in shape Getting accounts in credit (payment in arrears) Ability to check balance on-line Offering payment via a smartphone app Set up appointments to open basic account Pay account fee for first year with credit union Learn with us. Improve with us. Influence with us 21
22 Targeting support systems Mystery shopping for basic bank accounts Targeted financial awareness training (18-25 year olds) sign-up or pre-tenancy Learn with us. Improve with us. Influence with us 22
23 Promoting bank accounts You can promote basic banking products Transactional bank account is not a regulated product (c.f. insurance, investments, credit) Important to offer choice but can signpost or refer to one specific bank or branch FSA guidance for social housing providers Learn with us. Improve with us. Influence with us 23
24 Direct debit limitations Difficult to judge current budget Inflexible payment dates Not enough in = zero payment (not partial) Bank charges Nine million in UK with bank account but do not use it nine times more than the unbanked Learn with us. Improve with us. Influence with us 24
25 Credit unions As varied as social housing providers Capacity (scale/ speed) Quality of management Cost of products Don t judge by the label Does it deliver what you want it to? Learn with us. Improve with us. Influence with us 25
26 Some new ideas Learn with us. Improve with us. Influence with us
27 A chance to innovate Learn with us. Improve with us. Influence with us 27
28 What s out there? Pre-payment cards Consumer reward schemes Bulk purchase Tenant products Consumer bundles Learn with us. Improve with us. Influence with us 28
29 Learn with us. Improve with us. Influence with us Pre-payment cards Debit Card Open Loop Prepaid Card Open Loop Reloadable Prepaid Card Restricted Loop Reloadable
30 Pre-paid potential advantages Not a credit card no credit checks (identity checks) Difficult to get into debt as money loaded up-front. Cheaper transaction charges (cash, cheque or credit cards) Familiar debit cards overtook cash 2010 Tested technology already developed by finance industry Inclusive no need for a bank account Exposure limited to what is on the card (lost/stolen quickly disabled) Potential wallet facility helps customers manage household budgets Customer intelligence Combine with reward schemes Potentially attractive for unbanked or under-banked Learn with us. Improve with us. Influence with us
31 Pre-paid drawbacks? Not a bank account (not favoured by UC for payment) Mistrust, fear, misunderstanding Current commercial products expensive (transaction costs) Cards replaced by mobile? It has a sort code and account number (DWP cannot differentiate) Consultation, education, information Costs are high because current commercial uses do not have scale Most card issuers will have flexibility built in Learn with us. Improve with us. Influence with us
32 Utility bulk purchase How it works No obligation registration with intermediary Attain critical mass of customers Reverse auction Which? / 38 Degrees 287,000 registered, 37,000 switched Average saving 223 per year Manchester Councils Ten local councils 15,000 signed up in two weeks Learn with us. Improve with us. Influence with us 32
33 Reward schemes Closed loop has value to retailers Incentives (positive payment culture) Tenants Employee rewards packages A way of collecting customer intelligence Individual or community benefits Can contribute towards charges Learn with us. Improve with us. Influence with us 33
34 Consumer bundles How it might look Co-op Bank: payment card and bank account Co-op store reward scheme Negotiated discount with local co-op stores CIS home contents insurance Co-op bulk buy fuel Community reward scheme Learn with us. Improve with us. Influence with us 34
35 Learn and share Learn with us. Improve with us. Influence with us
36 CIH learning network Learn with us. Improve with us. Influence with us 36
37 Are you really the first? Many councils already use pre-payment cards School meals service (e.g.highland Council) Social care payments Familiar with card features and problems with use 37 Learn with us. Improve with us. Influence with us 37
38 Conclusions Learn with us. Improve with us. Influence with us
39 Summary Use the time you have been given Set a vision of where you want to be in ten years There are some tried and tested approaches Innovate Use and share the knowledge that is already out there Adopt technology rather than self build Co-operate and use your bulk power Look to what you can control Learn with us. Improve with us. Influence with us 39
40 Learn with us. Improve with us. Influence with us Universal credit update Sam Lister, Policy & Practice Officer, CIH
41 Segmentation model Able (budget well on all 3 questions) Mainly able (does not budget well on 1 question) Unable (does not budget well on 2 or 3 questions) Not worried (not worried about any aspect of changes) 1. Ready & able 2. Ready & mainly able 7. Not worried & unable Worried (worried about 1 aspect) 3. Worried but able 4. Worried & mainly able 8. Worried & unable Very worried (worried about 2 or 3 aspects) 5. Very worried but able 6. Very worried & mainly able 9. Very worried & unable NOTE - Ability dimension defined at three levels: Able if regularly budget, do not run out of money all/most times, have not borrowed if they have run out Mainly able if they score poorly on one of the above aspects Unable if they score poorly on two or all three of the above NOTE - Worried dimension defined at three levels: Not worried if none of the changes will make it harder to budget Worried if one of the changes will make it harder Very worried if two or three of changes will make it harder Learn with us. Improve with us. Influence with us 41
42 Support by group segmentation Segment 1 4 Segment 5-6 Segment 7 9 Capable Some Capability Less capable Financial Product Current high street provision likely to be adequate. May benefit from a new UC budgeting account Will benefit from a new UC budgeting account No change needed Budgeting Support Any support needs they have can be met through on-line provision May need support to get new account established Will need support to get new account established Support needs likely to be transitory Support needs likely to be ongoing Payment Exception Housing costs & frequency unlikely to be needed Split payment low volumes, based on circumstance Housing costs & frequency unlikely to be needed Split payment low volumes, based on circumstance Housing costs & frequency will be needed by a percentage Split payment low volumes, based on circumstance Channel Mainly on-line Some on-line Some telephony Some face to face Mainly face to face Learn with us. Improve with us. Influence with us 42
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