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Waverley CAB Away Day Papers

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

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Waverley CAB Away Day Papers

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  1. Waverley CAB Away Day Papers BTL’s ASTF

  2. 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

  3. 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

  4. Responsibilities of Sub-Committees • CAW Trustee Board • FORC • HR • Fund Raising • Social Policy Finance IT including Petra Risk Management Information Assurance Volunteers and paid staff Training Skills Succession planning Community FR Projects (including monitoring performance) Grants Campaigns Healthwatch • Each sub committee should have • Terms of reference • Clarity over role of Committee vs management

  5. Members of Sub-Committees • CAW Trustee Board • FORC • HR • Fund Raising • Social Policy Michael Taylor Chris Tibbott Jo Reynolds Angela Wainwright Wendy Lockwood Maureen Swage Larry Westland David Smith Chris Tibbott Wendy Lockwood

  6. BLF-their objectives

  7. ASTF-Key terms

  8. ASTF-Key terms

  9. 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 further All of these require the support of our National Organisations and of WBC and other councils if these benefits are to be maximised

  10. Analysis of types of access

  11. 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 Client feedback from partners, surveys and consumer panels indicates improvement in satisfaction A broader range of reliable evidence is collected and analysed to improve understanding of the need for and impact of services September 2014 -Common referral process in place -10% increase in referrals -Clients happy with receiving advice from multiple source December 2013 December 2014 December 2014 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. -50% more elderly receiving service at home or at local outreaches -100% increase in use of on-line 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.

  12. 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 2014 June 2015 Specialists developed in 3 areas - All organisations use specialists Group of specialists in place to support advisers across partner organisations. 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 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.

  13. Pro-active financial advice and training is available to social housing tenants. Financial capability team developed and process agreed to access social housing tenants of Council -Program fully operational A financial capability training program in place to support social housing tenants of the Council. 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 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.

  14. 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 Feasibility plan developed and agreed with the Trustees. Agreed plan implemented. Savings in office costs through co-location. Co-location of operations and sharing of support functions between Citizens Advice Waverley and Age UK Waverley. Building a collaborative advice service provision model. 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 By end of project A sustainable collaborative business model is in place which links resources to client demands, with strong links to the community.

  15. 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:

  16. Budget

  17. Budget

  18. 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

  19. 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.

  20. 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

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