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

1. Waverley CAB-thoughts on where we are and what we need to do February 2013 Trustees meeting

2. Where we are now • Top 10% of Bureaux in Quality • Successful community fund raising • Successful merger and operation of 4 offices • Strong financial position

3. Strong financial position Forecast outturn for 31 March 2013 Movement in unrestricted reserves TOTAL Unrestricted reserves 31/3/12 £117,000

4. 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).

5. The challenges we face Client needs Internal • 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 External • Welfare Reform • Reduced funding • New services • Partnership/collaboration • Grant funds • Health commissioning • Increased risk

6. 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 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 Actions which are dependant on the success of the Transition bid are marked as follows L Our work in this area will be limited without funding E The success of the bid is essential to complete this area

7. 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

8. Clients L • 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

9. 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

10. 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

11. 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

12. Roles of offices beyond serving their clients • Develop local community contacts • Fund raising volunteers • Organise local fund raising events • Support Bureau wide events

13. 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

14. Finance and Reporting • Review of KPIs and how they are reported • Understand cost to serve locations/services • Review • Reserves policy • Investment strategy • Leases

15. 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

16. Draft budget for the year to 31March 2014

17. 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)