Waverley CAB Away Day Papers BTLs ASTF Contents
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 Finance IT including Petra Risk Management Information Assurance HR Fund Raising Volunteers and paid staff Training Skills Succession planning Community FR Projects (including monitoring performance) Grants Each sub committee should have • Terms of reference • Clarity over role of Committee vs management Social Policy Campaigns Healthwatch
Members of Sub-Committees CAW Trustee Board FORC Michael Taylor Chris Tibbott HR Jo Reynolds Angela Wainwright Wendy Lockwood Fund Raising Maureen Swage Larry Westland David Smith Social Policy Chris Tibbott Wendy 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 F 2 F advice services close to clients – A larger scale telephone advice service – Using technology further All 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 Pros most Cons Plan as part of Lottery 'Working population Clients need to be able to use Not specified internet and be able to act on information provided Internet On-line access Self help Social networks Email Efficient, flexible, cost effective Mainly 'broadcast "Younger generation' information to groups Working population Reaches younger generation Benefits/costs not understood. Investigate options/benefits of use Efficient, flexible (time and location) Difficult to provide complex advice Reminders for Most people meetings/actions Limited mobility and working population Low cost and improves efficiency Flexible(location) and efficient Only limited information can Not specified be provided and no advice Small size of current Investigate options for operation, not sufficiently 'larger/wider' operation specialised Develop email service technology and staffing and promote use Phone Text Phone F 2 F Office based Most disadvantaged including Located near demand, highly Fixed costs of running an those with mental health utilised, more efficient than office issues outreach and Home visiting Investigate and implement co-location and shared advice model Outreach Carers Technology solutions for remote working Home visiting Disabled/elderly Closer to individual client groups Inefficient model, difficult to supervise and time to build local 'client base' 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 analysed to improve understanding of the need for and impact of services There will be a common referral process between voluntary organisations and with the Council that will ensure clients receive seamless services across partners. Clients will enjoy easier access to high quality advice, accessible in more ways, from more places in ways better suited to their needs. Client feedback from September 2014 partners, surveys and consumer panels indicates improvement in satisfaction -Common referral process in December 2013 -10% increase in referrals December 2014 -Clients happy with receiving advice from multiple source December 2014 place -50% more elderly receiving service at home or at local outreaches -100% increase in use of online service By end of project Local organisations are collaborating together, providing a better service through more channels reflecting client needs, helping to create a sustainable advice service model.
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. 20 more trained advisers -10% increase in advice hours September 2014 June 2015 This will be achieved by qualified trainers working to nationally recognised standards. Group of specialists in place to support advisers across partner organisations. Consistent, high quality information and advice services on wide range of issues available to clients from all partners. Specialists developed in 3 areas - All organisations use specialists -Improved client satisfaction measured by client surveys September 2014 December 2014 By end of project Combining recruitment, training and use of specialists improves collaboration between organisations and improves outcomes for clients and helps create a more sustainable service model.
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 December 2013 June 2014 -Program fully operational Program extended to Housing Associations and other vulnerable groups 5 Housing Associations take part in the program Number of social housing tenants with 300 people receive money the skills to budget and to ensure that management advice and training they have money to pay priority creditors. June 2015 By end of project 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.
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. 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. Advice sector has a sustainable business model. Community relationships (businesses, grant making bodies, Health Commissioning groups) widened to diversify funding and support Feasibility plan developed and agreed with the Trustees. December 2013 Agreed plan implemented. Savings in office costs through co- June 2014 location. Understanding of client needs September 2014 developed and agreed. Identify and implement areas for further collaboration in services. December 2014 New strategic plans developed and agreed. June 2015 Non statutory funding increased by 100% Widen links to the whole community -measured by feedback surveys By end of project A sustainable collaborative business model is in place which links resources to client demands, with strong links to the community.
Areas where Trustees could be involved with the Project 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 30 weeks year 1 and 20 weeks year 2 @ £ 250 per day Business plan 2 days pw x 38 weeks 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
- Slides: 21