February 2013 Trustees meeting

Waverley CAB-thoughts on where we are and what we need to do

Where we are now

• Top 10% of Bureaux in Quality• Successful community fund raising • Successful merger and operation of 4 offices• Strong financial position

Strong financial position

Movement in unrestricted reserves

31-Mar 2009 15,000

2010 17,000

2011 5,000

2012 29,000

Forecast outturn for 31 March 2013

LA Funding 252,700

Grants 1,300

Other 53,900

252,700

People 176,500

Premises 87,500

Other 31,000

SURPLUS 12,900

TOTAL Unrestricted reserves 31/3/12 £117,000

Summary of the Advice Services Transition Fund bid

• “Big Lottery” administered fund - £65 million allocated nationally • Applications invited from partnerships of advice organisations in

local areas eg ‘Boroughs’ • The objective of the fund is to create close working relationships

between organisations to improve advice services to clients and improve sustainability of advice providers. 

• We are leading the bid totalling some £255k, supported by WBC and Age UK Waverley . The scope is to

• Develop more joined-up and cost effective advice services (online, common referrals system, home visiting etc.)

• Improve quality of advice across providers (joint training, shared knowledge base, developing specialists)

• Deliver proactive financial capability training to social housing tenants • Develop a sustainable business (co-location, funding model, understanding of

outcomes).

 

The challenges we face

•Welfare Reform•Reduced funding•New services•Partnership/collaboration•Grant funds•Health commissioning•Increased risk

•Improved access•Wide range of support•Complex solutions

•Management of advice•Unpaid time•Involvement of volunteers•Succession planning•Professionalise support•Revenue generation•Investment•Role of Trustees•Petra and information assurance•Finance and reporting

InternalClient needs

External

Proposed plan and budget for 2013/14

We set out on the following slides the:• The 2013/14 plan to address the above challenges• Draft budget for 2013/14

Actions which are dependant on the success of the Transition bid are marked as follows

L

E

Our work in this area will be limited without funding

The success of the bid is essential to complete this area

Our work, with Guildford and Ash and, on the Welfare Rights and Transition Fund bids have helped clarify the challenges and the actions we can take to create a sustainable Bureau

Advice

• Advice team• Appoint advice leader• Re-define roles/responsibilities• Align with team/recruit

• Create succession plan• Develop specialists

• Invest in training• Petra implementation• Pay-rates and unpaid time

L

L

Clients

• Maintain opening hours• Develop on-line services (form filing and email)

• Provide remote access to systems (to support home visiting, outreach, home working)

• Understand demands for help• Groups eg elderly, mentally ill

• Non-clients

• Make more of our social policy work• Address demand from Welfare Reform

E

L

L

Partnerships

Age UK Waverley• Co-location • Share supports services• Combine/collaborate/co-ordinate service provision

WBC• Build seamless service/handovers• Pro-active financial capability advice for social

housing tenants

L

L

L

L

E

Collaboration

Waverley voluntary organisations•Develop voluntary sector database•Develop referral process with other organisations•Share recruitment/training with other organisations

Other CABs•Social policy, training, Petra

E

E

E

L

Support

Systems• Upgrade servers and implement ‘thin client’• Develop remote access

People• Recruit more volunteers for non-advice roles• Develop/recruit revenue generation capability• Establish HR committee

E

L

Roles of offices beyond serving their clients

• Develop local community contacts• Fund raising volunteers• Organise local fund raising events• Support Bureau wide events

Revenue generation strategy

• Clear messages/purpose• Organisation-Bureaux, offices, Trustees• Scale and frequency• Develop stakeholder database• Develop partnerships and supporter base• Resources

• Paid staff-recruit or develop• Volunteers• Trustees

Finance and Reporting

• Review of KPIs and how they are reported• Understand cost to serve locations/services• Review

• Reserves policy

• Investment strategy

• Leases

The role of the Trustees

Governance• Oversight of Bureau• Functional support -HR, Finance, IT, Legal• Support local offices• Local community relationships (with Service Manager)

Fundraising• Organise events• Support events

Draft budget for the year to 31March 2014

LA Funding 251,000

Grants 16,000

Other 53,600

252,700

People 207,200

Premises 98,200

Other 22,500

DEFICIT -7,300

Issues to address with staff pay

• Paid staff team working 30% unpaid overtime and face increasing workload as a result of:

• Healthwatch and Crisis loan projects• Welfare Reform –client demand expected to increase by 25%

• Pay rates for advice staff at bottom of range and office support at top of range-based on Surrey CAB survey

• Advice staff paid less than other advice organisations• Ratio of FTE paid staff /number of volunteers more than double Surrey CAB average• Difficulty in recruiting replacement manager for Cranleigh /Haslemere post • Inadequate resources available to manage key local stakeholders/funders • Further, not all work being carried at most effective level (AMs carrying out ASS roles)