Waverley CAB Away Day Papers

BTL’s ASTF

Contents

CAW Board structure• Responsibilities of sub-Committees• Membership of the sub-committees

ASTF project• BLF-their objectives and key terms• Analysis of types of access• Summary of project, outcomes and timetable• Areas for potential Trustee involvement• Budget• Partners

Responsibilities of Sub-Committees

• A chart showing the 4 committees and their broad responsibilities is set out on the following page. The following page sets out the expected membership after the AGM.

• We need to;– Consider whether this structure is appropriate– Confirm the responsibilities of each committee– Agree membership, as far as possible

Responsibilities of Sub-Committees

CAW Trustee Board

FORC HR Fund Raising Social Policy

FinanceIT including PetraRisk ManagementInformation Assurance

Volunteers and paid staffTrainingSkillsSuccession planning

Community FRProjects (including monitoring performance)Grants

CampaignsHealthwatch

Each sub committee should have•Terms of reference•Clarity over role of Committee vs management

Members of Sub-Committees

CAW Trustee Board

FORC HR Fund Raising Social Policy

Michael Taylor Chris Tibbott

Jo ReynoldsAngela WainwrightWendy Lockwood

Maureen SwageLarry WestlandDavid Smith

Chris TibbottWendy Lockwood

BLF-their objectives

ASTF-Key terms

ASTF-Key terms

Considering Types of access

• As part of developing the scope of the project we performed an initial analysis of alterative forms of access for our clients, the client groups who would most benefit and the relative ‘pros and cons’.

• This analysis was then used to develop several aspects of the project. This work is summarised on the following page.

• The analysis also highlighted the cost benefits of:– Co-locating/combining F2F advice services close to clients– A larger scale telephone advice service– Using technology furtherAll of these require the support of our National Organisations and of WBC and

other councils if these benefits are to be maximised

Analysis of types of access Comments Client Groups who will benefit

mostPros Cons Plan as part of Lottery

InternetOn-line access Self help 'Working population Efficient, flexible, cost

effectiveClients need to be able to use internet and be able to act on information provided

Not specified

Social networks

Mainly 'broadcast information to groups

"Younger generation' Reaches younger generation Benefits/costs not understood

Investigate options/benefits of use

Email Working population Efficient, flexible (time and location)

Difficult to provide complex advice

Develop email service technology and staffing and promote use

PhoneText Reminders for

meetings/actionsMost people Low cost and improves

efficiencyOnly limited information can be provided and no advice

Not specified

Phone Limited mobility and working population

Flexible(location) and efficient

Small size of current operation, not sufficiently specialised

Investigate options for 'larger/wider' operation

F2F Office based Most disadvantaged including

those with mental health issues

Located near demand, highly utilised, more efficient than outreach and Home visiting

Fixed costs of running an office

Investigate and implement co-location and shared advice model

Outreach Carers Closer to individual client groups

Inefficient model, difficult to supervise and time to build local 'client base'

Technology solutions for remote working

Home visiting Disabled/elderly Inefficient model, difficult to supervise

Train advisors and technology solutions for remote working

Clients will have access to information and advice services where and how the need it from a group of

organisations who they see as working together A broader range of reliable evidence is collected and analysed to improve understanding of the need for and impact of services

Client feedback from partners, surveys and consumer panels indicates improvement in satisfaction

September 2014

There will be a common referral process between voluntary organisations and with the Council that will ensure clients receive seamless services across partners.

-Common referral process in place

-10% increase in referrals

-Clients happy with receiving advice from multiple source

December 2013

December 2014

December 2014

Clients will enjoy easier access to high quality advice, accessible in more ways, from more places in ways better suited to their needs.

-50% more elderly receiving service at home or at local outreaches-100% increase in use of on-line service

Local organisations are collaborating together, providing a better service through more channels reflecting client needs, helping to create a sustainable advice service model.

By end of project

Clients will receive more consistent, higher quality advice services across Waverley.

All advisers trained to deliver a consistent, high-quality, accredited advice service to clients.

This will be achieved by qualified trainers working to nationally recognised standards.

20 more trained advisers-10% increase in advice hours

September 2014June 2015

Group of specialists in place to support advisers across partner organisations.

Specialists developed in 3 areas

- All organisations use specialists

September 2014

December 2014

Consistent, high quality information and advice services on wide range of issues available to clients from all partners.

-Improved client satisfaction measured by client surveys

Combining recruitment, training and use of specialists improves collaboration between organisations and improves outcomes for clients and helps create a more sustainable service model.

By end of project

Pro-active financial advice and training is available to social housing tenants.

A financial capability training program in place to support social housing tenants of the Council.

Financial capability team developed and process agreed to access social housing tenants of Council

-Program fully operational

December 2013

June 2014

Program extended to Housing Associations and other vulnerable groups

5 Housing Associations take part in the program

June 2015

Number of social housing tenants with the skills to budget and to ensure that they have money to pay priority creditors.

300 people receive money management advice and training

Proactive advice will help financially vulnerable people avoid future debt problems, reducing the need for complex reactive advice, including reductions in homeless numbers caused by rent arrears.

By end of project

A more efficient and financially resilient advice service with greater strategic capability and capacity in order to be more responsive to

changing and more diverse client needs

Co-location of operations and sharing of support functions between Citizens Advice Waverley and Age UK Waverley. Building a collaborative advice service provision model.

Feasibility plan developed and agreed with the Trustees.

Agreed plan implemented. Savings in office costs through co-location.

December 2013

June 2014

Strategic plans based upon an evidence of local need via analysis of client feedback, casework, information available from public and private agencies and commissioned research.

Understanding of client needs developed and agreed. Identify and implement areas for further collaboration in services.New strategic plans developed and agreed.

September 2014

December 2014

June 2015

Advice sector has a sustainable business model. Community relationships (businesses, grant making bodies, Health Commissioning groups) widened to diversify funding and support

Non statutory funding increased by 100%Widen links to the whole community -measured by feedback surveys

A sustainable collaborative business model is in place which links resources to client demands, with strong links to the community.

By end of project

Areas where Trustees could be involved with the Project

Prject area Workstream TrusteesAccess Recruitment HR

Evidence gathering Social PolicyReferral processAccess

Quality Training HRDevelopment of specialists HRAdvcie quality

Financial capability Financial capability trainingSustainable plan Co-location

Strategic plansCommunity relationships

Program Performance management Finance FORC

The areas where Trustees could be involved with the Program will, to an extent, depend upon the team who are appointed and the completion of the Program Plan. Initial thoughts are as follows:

Budget

Budget

Budget assumptions

• Three paid staff have been included in the budget:– Project Manager 35 hours pwk for 2 years– Project admin 21 hours pwk for 2 years– Financial capability advisor 21 hours pwk for 2 years

• Salaries, NI and pensions are based on actual costs for similar posts in Godalming, which are aligned with Citizens Advice national job grades. A 2% salary increase is assumed for year 2.

• Management costs are based on the costs of the 2 staff who will be involved with the project. This includes project oversight and support, reporting and staff management.

• Freelance costs: • Training: 2 days pw x 30weeks year 1 and 20 weeks year 2 @ £250 per day• Business plan 2 days pw x 38weeks year 1 and 36 weeks year 2 @ £250 per day• Impact assessment and sustainable development:• 2 days pw x 40 weeks year 1 and 30 weeks year 2 @ £200 per day

• Premises and governance assume a proportionate contribution based on expected 2012-13 costs

Partner Organisations

•CAB Waverley is the lead contractor for the project, with primary partners being Age UK Waverley and WBC.•The Project Board comprises the Chairman and Manager of CABW, the manager of Age UK Waverley and Waverley Borough Council’s Community Services Manager• Other organisations (who do not provide advice to clients) )referred to as ‘referral partners’) are beneficiaries (see following page) of the project but do not take part in it’s direct delivery.• The preliminary list of referral partners is as follows:Surrey Disabled People’s Partnership, Southwest Surrey Domestic Abuse,Orchard Club (Haslemere), Clock House Day Centre (Milford), Denningburg Centre (Godalming), Catch 22, Surrey Law Centre.

Benefits for Referral partners

• Database of service providers • Common referral process between organisations• Training on advice issues• Access to specialists for key advice issues• Improved (consolidated) knowledge of client needs/issues• Improved collaboration between organisations