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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.

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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. 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. The CRF does not operate in isolation. It exists within a network of provisions delivered by Authorities, other public services, voluntary and community cas casino apps with free spins no wagering 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. Authorities using the CRF to support community food aid are encouraged to prioritise provisions that integrate or co-locate with Resilience Services. This could include integration with advice services, benefit application support and utility debt support. Authorities are encouraged to think creatively about new approaches to building sustainable food landscapes, which draw on established best practice and support people to transition away from crisis support to building their financial resilience. Citizens Advice are training staff cas best casino sites uk free spins no deposit and volunteers from community food projects across the Brighton and Hove Food Partnership to offer guidance to people accessing their services as part of an Advice First Aid approach. The basic training is a two-day session covering the fundamentals of advice provision, benefits, housing and debt.

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Ongoing support for trainees includes peer supported groups, meetings and email updates.

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Effective Community Coordination could include, but is not limited to: Investing in convening and coordinating capacity - partnerships that map and maintain a live directory of statutory, voluntary and community services and make this accessible to frontline staff and residents. This could involve the hiring of staff in enabling roles to facilitate this partnership working. Investing in convening and coordinating capacity - partnerships that map and maintain a live directory of statutory, voluntary and community services and make this accessible to frontline staff and residents.

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There is a direct communication channel to a qualified advisor for more complex cases. Good Company, a local charity supporting people in Surrey, has set up a network of Advice Cafés within established community hubs, where advisers from different organisations are present in the same venue. The aim of the Advice Cafés is to facilitate more collaborative working between local agencies, to ensure people at risk of hunger and hardship are able to access holistic support from the services they need before they reach a point of crisis. Advisers complete monitoring forms to enable Good Company to track who is using the Advice Cafés, how they access the service and the type of support they receive. Between April 2024 and April 2025, people visiting the Advice Cafés have been supported with a wide range of specific issues including benefit checks, budgeting, council tax, energy top ups, housing repairs, school uniform, carer respite and immigration issues. In 4 in 10 cases, advisers made a referral to another agency for additional support. Most of these (nearly 7 in 10) were verbal referrals to other advisers in the Advice Café, showing the benefits of co-location. Authorities will be required to use part of their funding to create a more connected local welfare landscape that directly contributes to CRF Outcome 3 on bolstering the local level support landscape. Progress in improving local level support also contributes to improvements in the Fund’s other outcomes on the provision of effective crisis support and improving individuals’ financial resilience.

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The activities that Authorities undertake through CRF’s Community Coordination strand will build partnerships and referral pathways that make both immediate crisis responses and longer-term resilience building possible.

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This could include integration with advice services, benefit application support and utility debt support. Authorities are encouraged to think creatively about new approaches to building sustainable food landscapes, which draw on established best practice and support people to transition away from crisis support to building their financial resilience. Citizens Advice are training staff cas best casino sites uk free spins no deposit and volunteers from community food projects across the Brighton and Hove Food Partnership to offer guidance to people accessing their services as part of an Advice First Aid approach. The basic training is a two-day session covering the fundamentals of advice provision, benefits, housing and debt. Ongoing support for trainees includes peer supported groups, meetings and email updates.

DWP engagement

There is a direct communication channel to a qualified advisor for more complex cases. Good Company, a local charity supporting people in Surrey, has set up a network of Advice Cafés within established community hubs, where advisers from different organisations are present in the same venue. The aim of the Advice Cafés is to facilitate more collaborative working between local agencies, to ensure people at risk of hunger and hardship are able to access holistic support from the services they need before they reach a point of crisis. Advisers complete monitoring forms to enable Good Company to track who is using the Advice Cafés, how they access the service and the type of support they receive. Between April 2024 and April 2025, people visiting the Advice Cafés have been supported with a wide range of specific issues including benefit checks, budgeting, council tax, energy top ups, housing repairs, school uniform, carer respite and immigration issues. The effective co-ordination of statutory services, voluntary and community sector organisations, grassroots projects and place-based initiatives delivers benefits to both individuals needing support and the professionals involved, creating more financially resilient communities. Stronger, easy to navigate local support landscapes provide a strong foundation for a “no wrong door” approach that improves community access to Resilience Services and enables appropriate referrals between Crisis/Housing Payments and Resilience Services. Work within this strand is not limited cas casino sign up offers no deposit bonus to Authority boundaries. Authorities are encouraged to work across boundaries to consider what activities would improve support landscapes across their region. This may involve partnership working with regional bodies, including Mayoral Strategic Authorities.

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Authorities have the discretion to determine the most effective strategies for connecting their local support landscapes to meet CRF Outcomes 1 and 2.

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In 4 in 10 cases, advisers made a referral to another agency for additional support. Most of these (nearly 7 in 10) were verbal referrals to other advisers in the Advice Café, showing the benefits of co-location. Authorities will be required to use part of their funding to create a more connected local welfare landscape that directly contributes to CRF Outcome 3 on bolstering the local level support landscape. Progress in improving local level support also contributes to improvements in the Fund’s other outcomes on the provision of effective crisis support and improving individuals’ financial resilience. The activities that Authorities undertake through CRF’s Community Coordination strand will build partnerships and referral pathways that make both immediate crisis responses and longer-term resilience building possible.

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The effective co-ordination of statutory services, voluntary and community sector organisations, grassroots projects and place-based initiatives delivers benefits to both individuals needing support and the professionals involved, creating more financially resilient communities. Stronger, easy to navigate local support landscapes provide a strong foundation for a “no wrong door” approach that improves community access to Resilience Services and enables appropriate referrals between Crisis/Housing Payments and Resilience Services. Work within this strand is not limited cas casino sign up offers no deposit bonus to Authority boundaries. Authorities are encouraged to work across boundaries to consider what activities would improve support landscapes across their region. This may involve partnership working with regional bodies, including Mayoral Strategic Authorities. While approaches may vary across Authorities, effective coordination typically shares several core elements: effective local coordination for financial resilience begins with a network of people who are motivated to act together to achieve better outcomes collaboratively and have a shared understanding of the local landscape in which services are operating effective local coordination for financial resilience begins with a network of people who are motivated to act together to achieve better outcomes collaboratively and have a shared understanding of the local landscape in which services are operating this network is most effective when underpinned by a mechanism to facilitate robust referrals across agencies - for example, a digital referral system this network is most effective when underpinned by a mechanism to facilitate robust referrals across agencies - for example, a digital referral system sustained investment and leadership - co-ordination at the local level can quickly diminish without ongoing support sustained investment and leadership - co-ordination at the local level can quickly diminish without ongoing support Birmingham has always had an enormous amount of support happening in communities - from food banks and pantries to Warm Welcome spaces, housing help, youth support, advice agencies, faith groups, libraries and hundreds of local organisations. The challenge hasn’t been a lack of activity. It’s been a lack of one clear picture. As their communities face complex, overlapping issues (food insecurity, rising costs, housing challenges, isolation, unemployment), they needed a view of the whole ecosystem - not just slices of it. Birmingham commissioned BrumChat to pull all the partnership maps and support directories together into one place, with a single front door for residents, frontline staff, partners and hubs.

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Authorities are expected to utilise their understanding of local need and existing provision to identify opportunities to connect services in a way that meets long-term CRF outcomes, address service gaps or expand existing provision. This may include introducing new services where there are gaps or enhancing existing services to better meet demand. Authorities have the discretion to determine the most effective strategies for connecting their local support landscapes to meet CRF Outcomes 1 and 2. While approaches may vary across Authorities, effective coordination typically shares several core elements: effective local coordination for financial resilience begins with a network of people who are motivated to act together to achieve better outcomes collaboratively and have a shared understanding of the local landscape in which services are operating effective local coordination for financial resilience begins with a network of people who are motivated to act together to achieve better outcomes collaboratively and have a shared understanding of the local landscape in which services are operating this network is most effective when underpinned by a mechanism to facilitate robust referrals across agencies - for example, a digital referral system this network is most effective when underpinned by a mechanism to facilitate robust referrals across agencies - for example, a digital referral system sustained investment and leadership - co-ordination at the local level can quickly diminish without ongoing support sustained investment and leadership - co-ordination at the local level can quickly diminish without ongoing support Birmingham has always had an enormous amount of support happening in communities - from food banks and pantries to Warm Welcome spaces, housing help, youth support, advice agencies, faith groups, libraries and hundreds of local organisations. The challenge hasn’t been a lack of activity.

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It’s been a lack of one clear picture. As their communities face complex, overlapping issues (food insecurity, rising costs, housing challenges, isolation, unemployment), they needed a view of the whole ecosystem - not just slices of it. Birmingham commissioned BrumChat to pull all the partnership maps and support directories together into one place, with a single front door for residents, frontline staff, partners and hubs. It gives Birmingham a way to see everything in one place, keep the map live, avoid duplication, give residents clearer guidance and help frontline workers make better referrals. Authorities should choose actions that best fit local need. It gives Birmingham a way to see everything in one place, keep the map live, avoid duplication, give residents clearer guidance and help frontline workers make better referrals. Authorities should choose actions that best fit local need. Effective Community Coordination could include, but is not limited to: Investing in convening and coordinating capacity - partnerships that map and maintain a live directory of statutory, voluntary and community services and make this accessible to frontline staff and residents.

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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. The CRF does not operate in isolation. It exists within a network of provisions delivered by Authorities, other public services, voluntary and community cas casino apps with free spins no wagering sector organisations and more.

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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. Authorities using the CRF to support community food aid are encouraged to prioritise provisions that integrate or co-locate with Resilience Services. This could involve the hiring of staff in enabling roles to facilitate this partnership working.

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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.

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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. 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). Investing in convening and coordinating capacity - partnerships that map and maintain a live directory of statutory, voluntary and community services and make this accessible to frontline staff and residents.