Future Vision for Citizens Advice in Somerset

Part 1: Envisioning the future of Citizens Advice in Somerset in a new Unitary Authority, Somerset Council (SC) Part 2: Developing business sustainability

Co-production Vision, Aims and Objectives The aim for our vision is that we produce this together beginning with an autumn Away Day Be clear about our own aims and objectives Meanwhile I have drafted a plan that we can: Ditch Change Adopt Be pragmatic about service continuity

1) A Vision In Context Vision, Aims and Objectives National Citizens Advice Living Strategy Somerset Council s Strategic Priorities Local Community Networks Objectives Integrated Care System Board Strategy Voluntary Sector in Somerset Priorities Central Government Policy Be clear about our own aims and objectives Money and Pension Service DWP, DLuHC

Envisioning In The Context of SCC Our work sits within many of SCC s priorities Adult Services Directorate (ED) Priorities: Adults strategy (aligned with ICS) Neighbourhoods and Communities Carers 2) The Council Plan Children and Family Services Directorate (ED) Priorities: Preventative services (families) Edge of care and education for life strategy Public Health Somerset (ED) Priorities: Tackling health inequalities & EDI Improving health and wellbeing Community Services Directorate (ED) Strategy, Workforce & Localities Directorate (ED) Priorities: Member, customer & partner relations Strategic partnerships, LCNs, social value returns Housing & libraries SCC - a systems transformation approach and their finances are extremely stretched

Key Themes The Council Plan Directorates: Adults, Children and Families, Public Health, Community Services Resilient individuals and communities a) promote health and wellbeing prevent poor health and inequalities b) reduce inequalities that cause quality of life disparities and support the most vulnerable c) people in communities help each other d) LCNs & Community Hubs for local services Relational Model of Practice a) integrated services and support b) team around the client approach

CAiS Assets In The Context of SCs Plan opportunities for us to add value and demonstrate worth Resilient individuals and communities a) connectivity with clients and communities including the least heard b) rich picture of data on clients and outcomes c) operational excellence and external accreditation Relational Model of Practice a) trusted intermediary working between agencies b) secure and reliable systems and practices safe to share data with c) strong local presence, network of partners and goodwill towards us - trusted

Presenting CAiS Services In The Context of SCs Plan Resilient individuals and communities Our service offers don t change that much (Early Help, Prevention & Crisis) What does change is that: Our core and specialist services are embedded across the localities and linked into other agencies services and fully integrated (flow-through) Relational Model of Practice What changes is that: a) We improve the data we collect and report to add greater value for SC b) We organise our structure to support our relationship with SC c) We design our infrastructure to embrace partnership working

Building Individual & Community Resilience The General Advice Service Community based access to advice Smooth flow-through from advice into further advice or specialist casework Dedicated pathways connecting specialist advice with other services Early Help & Prevention Self Help Some Help (one off advice) Tackling Inequality, Financial Distress & Crisis Specialist Help (casework) Building Community Resilience Rationale: Parity of access to advice across LCNs Smooth transition into follow-on (further) advice and wider community support Rationale: Pathways integrating advice within other services Specialist advice and casework tackling presenting problems and underlying issues Rationale: Community training advice first aid Hosting or helping Community Hubs Presence in Priority Areas responding to those most in need

As a strategic ally CAS is: My ambition for CA Somerset is that we become a key strategic ally of Somerset Council and other agencies Highly visible and easy to access All Areas Well organized and integrated services (advice to follow-on) Priority Areas (NB CAWS) Embedded in local communities Focused on what we do best and working alongside others My aim is that we attract a number of funders and don t become overly dependent on SC alone

3) Business Sustainability How to develop the sustainability of CAiS over the: Planning for, and making the best use of, the resources and assets we have Short term Medium term so that we generate the income, expertise and goodwill we need to develop and thrive Long Term

The Levers We Can Choose To Build Sustainability it is not just about getting more in-year income, we need capital it is bigger than hanging in there it is about resources coming in and going out it is about learning and investment, anticipating new services and ways of working that bring success

Our immediate sustainability objectives: in order of priority An inspiring and unifying vision (pulling together) Our short term issues Attract and keep people Retain & diversify income Training and support to enable staff & volunteers to settle into the new organisation Deliver our current contracts A Core Service contract in SC s autumn budget Respond to increased demand for our services An investment in our use of technology to ensure we are equipped to work together efficiently Control our costs The creation of a fully integrated management information and governance system to enable oversight, control and accountability Manage risks and uncertainty Create a new volunteer offer Succession planning (advisers and business critical skills)

In Summary To achieve our ambition and become one of SC s strategic allies we are: Highly visible and embedded in local communities Focused on delivering what we do best Responding to priority need alongside others Delivering rich data on outcomes and impact We will deliver: Fully accessible, community based advice with smooth flow-though into specialist services for those at greatest risk of detriment We will sustain our services by: Designing and delivering added value for stakeholders in existing and new markets to attract long term funds Investing to develop the skills, adaptability and specialisms of staff and to increase our volunteers Dedicated pathways connecting our specialist advice with other services Organizing our services & systems to optimize our resources, deliver advice more efficiently and achieve greater value for money Discrete specialist casework focused on areas of priority need

Next steps and actions Build the partnerships and strategic alliances that will enable us to develop and thrive Develop and deliver a two year work plan to complete the merger PID and the immediate business sustainability objectives Co-produce the strategic plan and business objectives , present draft to the organization (Away Day) and share it widely Assemble our transformation team