CITIZENS ADVICE TEST VALLEY - Business and Development Plan 2018 to 2021
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CITIZENS ADVICE TEST VALLEY
Business and Development Plan 2018 to 2021
At the heart of the community
Company limited by Guarantee. Registered No. 08933947 England Charity Registered No. 1156829
Authorised and regulated by the Financial Conduct Authority FRN 618853
Registered Offices 35 London Street, Andover Hants SP10 2NUBUSINESS PLAN 2018-2021
CONTENTS
1. Introduction ………………………. Page 3
2. Background ………………………….. Page 4-6
3. Funding ………………………........ Page 7
4. Community and Client Profile ………… Page 8-10
5. Proposed Advice Service Developments Page 11-13
6. Summary ……………………………. Page 14
7. Action Plan …………………………. Page 15-23
Appendix A – Budget & Funding Strategy
Appendix B - Equality and Diversity Strategy
Appendix C – Organisational Structure
Appendix D – Business Continuity Plan
Available on request – Training Plan
This plan is rolling plan Year 1 will always be the current year each April the dates will change and the plan will be rolled
forward projecting a further 2 years ahead for activities and finance
2Introduction
The Citizens Advice Service in Test Valley has been operating since July 2014 as a merger of Romsey District and Andover District
offices. A presence in both towns has been evident since the 1970’s. Our Mission is to provide wide access to information and
advice services, and to research and campaign to change policies and services that affect the community.
Citizens Advice Test Valley aims:
To provide the advice people need for the problems they face and
To improve the policies and practices that affect peoples’ lives.
The service it provides is free, independent, confidential, and impartial. It values diversity, promotes equality and challenges
discrimination.
Our Commitment
We will use all our resources to continue to improve the quality and accessibility of the Citizens Advice service, ensuring non-
discriminatory treatment within the service for clients, staff and volunteers and by outside agencies. We aim to become a stronger
champion for equality. Appendix B
The Citizens Advice service is a national service committed to the principle that all people from whatever background in every
community should have access to our information and advice. This principle requires us to maintain national standards of practice
and to hold firmly to the values that underpin everything we do – justice, equality and respect for the rights and dignity of every
person. These values and visions are our bedrock. Being inventive, responsive and generous is our culture.
We aim to attract and retain capable and dedicated staff and volunteers by support, training, development and good working
conditions. Making our service sustainable will be achieved by robust financial reporting and monitoring.
Our aims and mission fit with the aims of the Local Authority’s Corporate Plan 2015–2019 “Investing in Test Valley” in particular:
To contribute to and be part of a strong community.
We will help our clients find a way forward
3Background
Local Citizens Advice
The Borough of Test Valley covers 62,758 ha and is situated on the western side of Hampshire. Test Valley Borough Council
consists of 48 elected Councillors representing 24 wards. It has 59 Parish areas and each Parish Council comprises a number of
elected Councillors.
Citizens Advice Test Valley serves Andover and the north of Test Valley down the valley to Romsey and the southern parishes of
Test Valley in Hampshire. The service is provided through the main offices in Romsey town centre and Andover town centre which
offer an appointment, drop-in, email and telephone advice service. Home visits are also undertaken if required.
In addition to general advice, the following specialist advice services are provided:
Specialist advice provision for debt and benefit matters, including representation at tribunals and at court where necessary.
We also have qualified intermediaries for Debt Relief Orders.
Telephone advice is provided during every session. We have adopted the use of a new telephone system called Adviceline - this is
a new single telephone number that has been rolled out throughout Hampshire. This has improved the telephony service
delivered in Hampshire and Berkshire.
The opening hours of each office are:
Andover office
Monday -Thursday 9.30am - 12.00 Drop in
12.30 - 3.30pm appointments only
Friday Closed
Telephone advice is available Monday – Friday 9.00 am – 5:00 pm
4Romsey office
Monday –Wednesday 10.00am – 3.30pm Drop in and appointments
Thursday & Friday 10.00am -1.30pm Drop in and appointments
Telephone advice is available Monday – Friday 9.00 am – 5:00 pm
Outreach sessions
These are provided during the following times on a drop-in basis:
King Arthur’s Way King Arthurs Hall Andover Monday 9.30am - 11.30am
Whitchurch Town Hall The Town Hall Whitchurch Tuesday 9.30am - 12.30pm
North Baddesley The True Life Centre North Baddesley Wednesday 10.00am – 1.00pm (every 1st and 3rd Wed)
Home visits are arranged by appointment for clients unable to access the office because of disability, care needs or access issues.
We currently employ 11 paid staff of whom 10 work part time (5.66 fte) and 45 advisers or gateway assessors. We also have 12
receptionists/clerical workers, and 3 trainees.
Our structure is described in the organisational structure at Appendix C.
The Trustee Board delegates day to day management of the service to the Chief Officer who is responsible for shaping and
delivering the strategic development plans for the service. Advice Service Managers are responsible for supporting and
supervising the volunteers on a day to day basis
Highly trained volunteer advisers drawn from the local community deliver the generalist advice service.
We aim to recruit local people wishing to volunteer as receptionists and administration assistants giving them the
opportunity to gain new skills and confidence.
We aim to offer placements, wherever possible, to young people on work experience.
5 In all recruitment, both for paid and voluntary positions, equal opportunities in accordance with the stand up for Equality
strategy are applied to our selection procedures.
We aim to reflect the composition of the community we serve within our team.
6Funding
Citizens Advice Test Valley is mainly funded by Test Valley Borough Council which has confirmed an unrestricted service grant of
£261,874 for 2018/19. The budget for providing services for the year is approximately £285,652. The extra funding will be sourced
through other grants and donations as well as fundraising.
CATV Income CATV Expenditure
Other
Donations
6% 3%
3%
13%
5% Salaries
TVBC Grant Premises
Donations Staff Exp
Other Office & IT
18% 61% Other
TVBC Grant
91%
In addition to the main funding from Test Valley Borough Council we also receive funding from Basingstoke and Deane Borough
Council, Whitchurch Welfare Trust, Citizens Advice Hampshire and Citizens Advice. The Local Parish Councils and other
organisations will be approached for donations/grants throughout the year.
Citizens Advice Test Valley is reliant on the grant from Test Valley Borough Council to cover the vast majority of its’ annual
expenditure, the majority of which is salaries, and is very grateful for their continued support.
Raising the profile of Citizens Advice Test Valley in the future will be a priority, in particular our charitable status. A risk
assessment including financial implications is maintained and regularly reviewed.
7Community and Client Profile
Statistics from the Citizens Advice database revealed that in 2017/18, 5213 people from Test Valley contacted Citizens Advice with
11,475 issues
Top 5 Advice Categories
Housing
12%
Relationships & Family
Benefits and Tax credits Benefits and Tax credits
13%
41% Debt
Employment
Relationships & Family
Employment Housing
14%
Debt
20%
Age
42% of these clients were male and 58% female, the highest proportion were aged between 30-54 (51%) and 22% being
over the age of 65.
Figures from the 2011 census estimate 18.38% of the population of Test Valley to be 65+
Test Valley has an average age of population of 41.4 years the average age of our clients is between 45 and 49 years of age
By 2018, it was forecast that Broughton & Stockbridge will have the highest proportion of over 60s followed by the Andover
ward of Charlton.
We currently only see a small percentage of clients from the Stockbridge and Broughton area so these statistics show we
will want to improve our presence in that area over the next 3 years.
8Ethnicity
Of our clients seen 7% were recorded as being from an ethnic group other than white British. Recent research classified
93.92% of the Test Valley population as ‘White British’, which is average by National standards.
In 2011, the White Gypsy or Irish Traveller population accounted for 0.1% of population in Test Valley. The vast majority of
the population in Test Valley (97.2%) also spoke English as their main language. The most common other main languages
were Polish (0.5%) and Portuguese (0.2%).
Housing
We dealt with 607 issues about housing from 363 clients 22 of whom were deemed homeless and 46 threatened with
homelessness.
According to the 2011 census, there were 52,999 dwellings in Test Valley – a rise of eight per cent since 2001. There is an
estimate that this will rise again to 57,291 by 2026. In 2014 the average house price was £244,000 making Test Valley 5th
highest for average house prices in Hampshire.
70.4% of Test Valley residents own their own home this is higher than the average for England
Differences exist between the housing market in the Romsey area to that of the Andover area. The Romsey local housing
market functions mostly for local people with a small number of incomers from Southampton looking to upgrade, and
Winchester by those who cannot afford to live there. First-time buyers who can’t afford Romsey prices seek housing in
Totton, Southampton and Eastleigh – although Valley Park has attracted younger buyers in recent years. In Romsey there is
significant competition for smaller properties with private landlords looking for investments.
Andover has comparatively low levels of owner-occupied properties, although more incomers are attracted to the area, as
it is closer to Basingstoke, Salisbury and south west London and the housing stock offers incomers considerable value for
money. There is a lot of landlord investment in Andover for lower-priced properties.
Test Valley has seen over 1000 new homes built in the last few years half of which is affordable housing.
9Employment and benefits
42.8% of residents in Test Valley are in full time employment with 2.5% actively seeking work.
The proportion of advice issues regarding Job Seekers Allowance was 4.6%
15.5% are retired ,
2.4% are deemed sick or disabled - we saw 23% of our clients came in about Employment Support Allowance and Incapacity
Benefit and 20% came about disability benefits.
10Proposed Advice Service Developments
Aims and Objectives
The aim is to develop a financially stable service working in cooperation with our partner local authorities - to help more people,
particularly the more disadvantaged and socially excluded of our residents, by providing improved access to professional and
efficient generalist and specialist advice. This will be achieved face to face, by telephone, or by email as appropriate and by taking
the advice to those in most need.
The introduction of Adviceline into Hampshire has been hugely successful with most Hampshire offices now using it and
improving the phone service to clients within the area. The new system was adopted in 2016 by Citizens Advice Test Valley. The
introduction of Adviceline has improved access to telephone advice throughout the borough. With this comes the need for up to
date and efficient IT within the service. We have successfully upgraded all out IT and security in the last year.
We aim to maintain our excellent relationship with Test Valley Borough Council by continuing to work with our local authority, as
they are the key to future financial stability. We will demonstrate that we are working with them to achieve mutual aims and
objectives and we are working to improve our service, we will gain their confidence and their support for our activities. In turn we
expect this to lead to both the Members and the Executive wanting to ensure we are funded adequately to sustain our service in
the future.
We will continue to take on new projects that meet with our aims to help more people, we will also reduce the financial risk to the
service by adopting full cost recovery and will broaden our funding base. This, in turn, may increase the prospect of sustained
employment for staff and volunteers giving stability and continuity to the service.
We have implemented email advice and will continue to provide a service to the community via our Outreach service, main
office, telephone and home visiting where appropriate.
With the trend of an ageing population in Test Valley, Outreach Sessions and home visiting will become vital to allow access
for all.
11We are committed to providing a service that is accessible to everyone, both users and volunteers. We use data and information
gained from various sources including community profiles and client feedback to enable us to work towards providing services to
hard to reach people within our communities, including the most vulnerable and those who are, or risk being, socially excluded.
We already provide outreach services at King Arthurs Hall, Whitchurch Town Hall and North Baddesley. With the population
in St Mary’s ward set to increase especially for the age group 20-29 there is a real need for our Outreach service to continue
to support that area.
We already provide a home visiting service for those who are unable to attend our offices in both Romsey and Andover.
We need to raise our profile in the Stockbridge, Broughton and Kings Somborne areas where there is the highest proportion
of over 60’s living.
We need to work in partnership with other community organisations to establish how we can best provide services to newly
arrived migrant workers and their families, an ever increasing population.
We look to purchase tablet computers to help carry out initial information gathering with clients when appropriate.
We have achieved the Advice Quality Standard with Casework in debt and employment. This will strengthen our position as
a key advice provider in Test Valley.
We are already working with Citizens Advice Hampshire who are committed to working together with us towards a fairer
society, and to collectively deliver quality services with shared goals and priorities. This work will continue and together
with other offices in Hampshire we will look to ensure best practice is adopted to make Citizens Advice the preferred advice
provider in Hampshire
12Promoting the service in the Community
We recognise that we need to continue to promote the services we offer to the local community, our funders and other partners.
The idea of helping our local authority partners to meet the aims and objectives in relation to social cohesion as set out in their
community plans is the cornerstone of the strategy. We aim to be a voice that can be heard and trusted and that can help inform
the development of Research and Campaigns both locally and nationally.
We are very active in research and campaigning and reporting to our national office. At a national level Citizens Advice have been
very successful in changing laws and influencing new parts of legislation before it is formally passed - We have contributed to this.
In addition, we recognise the need to promote our services to the community, to funders and to partners particularly to those
groups we are not reaching for whatever reason - this will be achieved by use of the written word, broadcast and social media in
the local area.
Summary
The Business and Development Plan has examined the profile of the community, compared it with the profile of clients using the
service, introduced evidence of client need and produced an analysis of the service that we should be providing. The analysis has
taken into account the needs of the community as expressed in Local Authority plans and strategies and tailored our services to
help meet those needs.
The resulting aims and objectives have been clearly set out above as have the developments needed to achieve them.
Considerations of governance, finance, equality and risk have been taken into account to produce the plan.
Set out below is an action plan, in table form, to implement the developments needed to achieve the aims and objectives over the
period 2018 to 2021.
133 year Action Plan
We have identified a number of Actions against which progress on achieving our Strategic Objectives will be gauged. These can be
categorised as:
Business as Usual – Maintaining and preserving what we do now
Service Development – developing our existing service experience
Innovation – looking forward to what we should be doing
141. Developing Access to advice and ensuring quality of advice and information is maintained
No Action 2018/19 2019/20 2020/21
1.1 Following the introduction of Adviceline With the new platform in By April 2019 – review Continue to review the
and Casebook we continue to participate place establish a model we are answering percentage of calls
in the Hampshire and Berkshire Adviceline of working across both 50% of demand as answered in our area to
group. offices to help us reach per the signed SLA ensure we remain on
our target target with the group
1.2 Schedule 4 of the new Membership Offer has been reviewed Continue review with Continue review with the
Agreement with CA, looks at “What the and increased by 10% the aspiration of aspiration of
member will contribute to shared new Schedule 4 target improvement year on improvement year on
delivery” 1500 pa year year
1.3 Expand the service available by allowing Look at recruitment of Extend the service to Embed and fully
longer hours of access volunteers and invest allow for an extra integrate the new session
time into training to allow ‘drop in’ session
for an extension to our
Adviceline hours
1.4 Continue to provide inclusive, quality Full training has been Review and embed Report on any emerging
services to achieve fairness and equality in provided to raise accurate case issues around
access to advice and non-advice services. awareness with all recording through all discrimination
We will do this by recording ethnicity and volunteers. All volunteers channels of contact
disability. We will record numbers and have received GDPR with the client
types of discrimination enquiries, include it training
in casework and represent it within
Casebook
We maintain awareness of Equal Opps
issues and policies through training and
staff and volunteer meetings
151.5 Develop, implement and deliver accessible, Quarterly assessment will Ensure support and Develop good practice in
quality services to clients continue to be graded training is readily case recording to allow
green or yellow available to help the for continued green and
volunteers yellow grades
1.6 Develop, implement and deliver accessible, Timely assessment is Embed a feedback Develop good practice to
quality services to clients and monitor carried out through CA process to the ensure the client
Client experience via CA ensure we check volunteers and staff experience is as positive
responses and respond as it can be
accordingly
1.7 Develop, implement and deliver accessible, We have now completed Continue to assess Develop good practice to
quality services to clients and monitor the second survey and feedback and explore ensure the volunteer and
People Management via CA await results which will any unresolved issues staff experience is as
be analysed positive as it can be
1.8 Ensure all requirements of the Financial At key times of the year At key times of the At key times of the year
Health Management are reported Green and yellow reports year Green and Green and yellow reports
are sent for submission. yellow reports are are sent for submission
We have designated our sent for submission
reserves to help with this
process and make our
results around reserves
move out of red
1.9 Ensure all requirements of the Leadership A revised Business Plan Develop good Develop good practice to
assessment are reported was resubmitted as part practice to ensure all ensure all requirements
of the LSA and approved requirements are are assessed as complete
Site visit in August 2018
assessed as complete and up-to-date at critical
and up-to-date at times
critical times
1.10 Promote Research and Campaigns as an A cub committee has now Look to embed Develop good practice to
equal aim of the service’s work. A trustee been established and we Research and ensure the R & C is part
16will be appointed to have responsibility for meet 6 monthly this Campaigns into all of all we do with clients
Research and Campaigns. includes a trustee aspects of our work.
We continue to work
We run effective, inclusive campaigns, and together with
achieve equality/fairness in coverage of Hampshire in a local
equality issues in national and local cluster group this
Research and Campaigning work in order gives strength to our
to promote equality and tackle campaigning
discrimination and disadvantage.
1.11 We resource our Outreach Service by Funding is mainly by Review the position of Consider expansion of
small grants and donations to ensure our grants application will be funding and costs the Outreach or change
service is as fully accessible as we can made to ensure small involved in delivering of venue interrogate
make it grants are received current Outreach statistics to ensure best
services value for money
1.12 We invest in expert advice to make sure Make sure all advice Provide subject Deliver specialist service
our advice is accurate relevant and that products are accurate matter expertise within the core service
support meets users needs and relevant for clients support that is and look to receive extra
and advisers relevant for clients funding for these service
and advisers and to expand in the future
supports the wider
work of the national
service
2. Developing partnerships and good public relations
17No Action 2018/19 2019/20 2020/21
2.1 We promote the services we offer to the Establish routine Become more Embed our knowledge
local community, our funders and other approaches to integrated into and influence and advice
partners – we do this by partnerships so we are partnership working within these partnerships
Forming trusted partnerships more influential across allowing access to
Being involved in local media and more issues. our data and looking
local publications Use our data to maximum to shape policy with
invite influential local people to effect other organisations
address the AGM
produce an Annual Review to
complement the Annual Report &
Accounts
through talks to interested local
groups.
network locally to help make useful
connections and raise our profile
Ensure we have great data and use it
to improve the services we offer
We use the information gained at these
meetings and connections and review them
each year to help ensure our Business Plan
reflects the need and demand for our
service
2.2 We continue to support and work in CO involvement on various To assist when Use resources to help
partnership with Citizens Advice Hampshire projects and the CO sits required with expand our own service
to make Citizens Advice the preferred advice on the advisory panel possible funding
provider in Hampshire opportunities
2.3 We monitor to see if there is any gaps in our Mapping exercise to Good promotion of Expand the home visiting
18service in the Stockbridge and King ensure we are reaching how clients can be in service to extend
Somborne area and put resources in to the clients that need our touch with us accessibility
bridge that gap if necessary service
2.4 Close working with other like-minded We already work closely Develop similar Embed this partnership
organisations with Andover Charities and working relationship working across the
the Andover Advocates with other small network
and supporting them charities where
possible
2.5 Hate Crime Reporting Centre for which we Timely reporting is carried We continue to Embed into all aspects of
have received funding we will continue to out to ensure we check embed all aspects of client work
provide this service beyond the life of the responses to this add on this work with our
funding and adapt accordingly to ensure service clients
funding is available should it be required
3. Developing sustainable services and ensuring we have an effective resource strategy (See Appendix A)
19No Action 2018/19 2019/20 2020/21
3.1 We review our resources and structures to As well as maintaining our Develop volunteer Embed digital inclusion
achieve a financially stable office working in established channels of and staff experience to all areas of work
co-operation with our partner local contact we will develop and knowledge with
authorities. our digital offer to help digital tools that are
We provide great digital and advice tools to meet user needs available
meet the needs of the user
This includes taking on projects that meet
our aim to help more people and reduce the
financial risk to the service by adopting full
cost recovery and broaden our funding base
3.2 Build on relationships with our local Meeting regular targets Working together Work with the L.A to
authorities and demonstrate that we are driven by the L.A with the L.A to embed the roll out of
working with them to achieve mutual aims ensure clients Universal credit
and to improve our service. moving to Universal
This is done by reporting on our Credit are given the
Performance Targets every 6 months support that need
3.3 Work to new 3 year Partnership statement Report on final data for Work with L.A to set Continue to monitor
for funding from the Local Authority 2018/19 and meet responsive progress and look to
Maintain a prudent level of unrestricted required targets as per achievable targets develop new channels of
reserves and provide a budget forecast for new statement funding for the core
the future of the service service
4. Ensuring good governance
No Action 2018/19 2019/20 2020/21
204.1 We continue to meet the requirements for Good reporting Calendar entries Develop others
the Charity Commission, Companies House, procedures are paramount ensure key knowledge into the
Data Protection and the Financial Conduct to the service reputation- reporting times are reporting process
Authority all requirements of these adhered to
governing bodies are
completed on time to
ensure compliance
4.2 We annually review and recruit, if necessary A skills analysis is carried Develop train and Embed the knowledge
Trustees to ensure we have the optimum out on a bi- annual basis. impart knowledge to so trustees can and
number to provide good governance and Gaps in skills are identified the trustee board of influence others in the
ensure they are engaged and effective. A and recruitment to fill the work we do as course of their daily life
rolling re-appointment will take place at the these missing roles is national and local
AGM. A succession plan is now in place with undertaken charity
the appointment of a Vice Chair
4.3 The Health and Safety Committee will Continue to work in close Monitor and make Embed good and Health
ensure that safe and secure services for partnership with TVBC changes as and Safety awareness
volunteers, staff and clients at both offices with regard to the Romsey appropriate to both with all paid staff and
are provided premises. working volunteers by training
environments
4.4 We review and maintain policies and Review is carried out Training and Adherence to the policy
procedures annually as per our Bureau annually at board level knowledge sharing is paramount to our
Management Information System where required amongst the staff
recommendation and volunteers is an
important part of
this review
4.5 The Trustees have negotiated via TVBC a See sight of the new lease Look at negotiating If no premises available
new lease running from Jan 2017 for 6 years and sign if approved new premises for develop a better working
21at the current premises in London Street – post 2021 environment at 35
Yet to be received London Street for
volunteers and staff
4.6 We will make adequate provision for crises This provision is contained Training and Embed good practice to
and emergencies, and ensure that major the Business Continuity knowledge sharing ensure invocation of
risks have been identified and reviewed, and Plan attached at Appendix amongst the staff Business Continuity Plan
that systems have been established to D and volunteers is an can be avoided
mitigate them. important part of
this plan
22Appendix A
Budget 2018/19 2019/20 2020/21
Income £ £
TVBC Grants (inc Salaries, rent and revenue) 261,874 264,196 266,551
Basingstoke and Deane BC 3,000 3,000 3,000
Whitchurch Welfare Trust 600 600 600
Rental Income 490 490 490
Healthwatch Hampshire 4,000 4,000 4,000
Donations & Fund Raising 10,400 10,400 10,400
Other Income 4,399 4,399 4,399
TOTAL INCOME 284,763 287,805 289,440
Expenditure
Salaries, Rent and Parking permits 168,344 168,344 168,344
Other Staff Costs 5,050 4,850 5,150
Volunteer expenses 16,950 17,150 17,350
IT Costs and Citizens Advice 11,700 11,700 11,700
Premises Expenses 53,742 54,804 55,393
Office expenses incl postage 27,142 27,862 28,462
Admin expense incl government costs 1,812 1,900 1,900
TOTAL EXPENDITURE 284,740 286,610 288,299
Surplus/deficit 23 475 1,141
23Funding Strategy
1. The purpose of the funding strategy
The purpose of this strategy is to ensure that the organisation has the funding needed to deliver a quality advice service which achieves
our statement of purpose, and which meets the priority needs identified in the organisation’s business plan and the community advice
needs analysis.
The strategy will consider the income required to meet the priority needs, identify the gaps between existing and required funding and
set out an action plan for obtaining the additional funding required.
The strategy is informed by the project review carried out in November 2017
This strategy is designed to be a living document and will be reviewed and updated by the business manager and chief officer on at least
a six monthly basis.
2. Our priorities
Our most important priority is to maintain our current service in Test Valley ensuring that clients can continue to access advice at both
offices through pre-booked appointments, drop-in, telephone, email and letter. It is essential that our opening hours in both locations are
maintained.
Our remaining priorities are focussed on specific advice areas, particularly vulnerable client groups and on maintaining and developing
our strategic position. The detail on this is outlined in the advice needs analysis in the business plan, which has been informed by the
community and client profiles. They reflect the projects that we are delivering in 2018/19 as well as the aims to develop the service up to
2021 and beyond.
242.1. Enquiry type
Specialist welfare benefits advice
It is clear from the community advice needs analysis in our business plan, and from the advice provided in 2017/18, that benefits advice is
a major need in our community. As welfare reform continues, it is essential that we continue to provide welfare benefits advice, not only
at generalist but also at specialist level, focusing particularly on supporting clients through mandatory reconsiderations and appeals.
Specialist debt advice
Our community advice needs analysis identifies that some of our local individuals and families are living on low incomes or in poverty.
Ongoing welfare reform, including the changes in the Benefit Cap and the rollout of Universal Credit is likely to exacerbate the situation
for low income families. In 2017/18, debt was the second highest enquiry area for the organisation and it is essential that we continue to
provide a specialist debt advice service.
Financial capability support
Through the services above we will offer support to families and individuals during the rollout of Universal credit in July 2018. (Andover)
our Romsey office has already seen the roll out and is helping clients when needed.
We have already seen an increase in demand for our service to help clients transfer from DLA to PIP and we will continue to support this
work up to a specialist level
2.2. Our client group
Long term sick and disabled
It is our responsibility to make sure that people can access the advice they need. In general, most people are able to use our core service
through telephone, email, and letter or face-to-face. However, for people who are disabled or who have a long term health condition, it
can be more difficult to get advice and support. Therefore it is important that we provide a more targeted service in order to meet their
needs.
Mental health
People with mental health problems can find it hard to access advice through traditional routes and generally need more support to get
the help they need. Evidence shows the clear link between debt and financial difficulties and mental ill-health. Therefore, it is important
that we continue to provide a service focussed on this client group.
People living in rural areas
The geography of Test Valley is such that we have two major towns one in the north and one in the south with a number of rural villages
in between. The town of Andover is urban and growing in size and more development is being put in with little infrastructure. We already
25offer an Outreach at one of the main social housing estates on the edge of Andover town and offer a home visiting service to clients who
are resident in more rural arears and are unable to access any of our services
3. Summary of our priorities
Our priorities within this funding strategy are as follows:
1. Maintaining the core service
2. Providing a specialist welfare benefits service
3. Providing a specialist debt service
4. Providing an Outreach Service in Whitchurch King Arthurs Way and North Baddesley
4. Funding opportunities
Local offices traditionally depend on a mix of funding sources and the trend is for more commissioned services rather than more flexible
grants. This mix of funding can be positive, minimising the risk to financial stability. However, receiving short-term pots of money from
multiple funders brings an increase in demand for resources, both in maintaining relationships and reporting requirements, as well as the
continual need to seek new funding.
4.1. Our existing funders
Our existing funding streams are a mix of local authority funding for our core services and project funding, some of which is channelled
through Citizens Advice Hampshire who take responsibility for communicating with the funder and reporting on performance.
Funder Type of funding Comment/Risk
Test Valley Borough Council Core Funding Possible future cuts
Basingstoke and Deane Project Funding Confirmed to 2020
Borough Council
Test Valley Community Svcs Project Funding Ended Mar 2018
Hampshire County Council Through consortium Expected to continue
Hate Crime Through consortium Ended Mar 2018
Healthwatch Through consortium Expected to continue
264.2 Previous funders
Big Lotteries – Advice Service Transition Fund – project finished 2016 Legacy service still continuing – North Baddesley Outreach – extra
funding through small grants has been received to maintain service.
4.3 Other opportunities
Traditional funding streams range from very small local trusts to very large national bodies and it is essential that we keep abreast of
developments and opportunities from all of these.
There a number of ways in which we can keep up to date, either through regularly checking websites, or by signing up to receiving
notifications of new funding. These include:
● Citizens Advice
● The Big Lottery Fund (including Awards for All and Reaching Communities)
● Test Valley Fund Finder/ Grants Online
27Funding our priorities
1. Maintaining the core service
Status
Existing funding position Test Valley Borough Council - £260,000
Funding to 2021. Further funding expected: new partnership
statement entered into April 2018
Existing staffing 5.66 fte
Additional funding required to maintain existing £0
service beyond 2021
Potential funding n/a
Action required CATV to maintain relationship with funder
CATV to meet reporting requirements
2. Providing a specialist welfare benefits service
Status
Existing projects Part of core
Existing funding position As above
Existing staffing Caseworker x 3 (1.1fte) volunteer basis
Additional funding required to maintain existing £1000 would help us extend our service more to the community by
service beyond 2017/18 operating benefit surgeries
Potential funding Simply health
Action required Approach Simply Health
Seek additional funding.
283. Providing a specialist debt service
Status
Existing projects Part of core
Existing funding position As above
Existing staffing Caseworker x 2 (1fte)
Additional funding required to maintain existing 0
service beyond 2017/18
Potential funding Registered social landlords
Money Advice Service
Local authority (response to new Housing Bill re preventative
services)
Action required Maintain communication with CitA re MAS
Maintain communication with local authority housing department
Approach social landlords
Seek additional funding: smaller trusts and charities.
4. Providing an Outreach Service at three locations
Status
Existing projects North Baddesley
Existing funding position £3,600 rec’d for Whitchurch – grant funding
£1200 rec’d for North Baddesley – donation
£0 King Arthurs Way – funding through core
Existing staffing Caseworker x 2 (1.1fte)
Additional funding required to maintain existing £0
service beyond [current financial year]
Potential funding Councillor Grant, Small trusts and grants, donations
Action required Seek additional funding smaller trusts and charities.
29Equality and Diversity Strategy Appendix B
It is the intention of Test Valley CAB to ensure the Citizens Advice equality strategy, Stand Up for Equality (SU4E) directly influences
our Service Delivery and HR work. The following indicates the key areas within the core Business Plan where activity will be
focused, and where existing work is already taking place to progress the following three SU4E target areas.
Target area 1: Challenging discrimination through advice
We will use all our resources to continue to improve the quality and accessibility of the Citizens Advice service ensuring non-
discriminatory treatment within the service for clients, staff and volunteers and by outside agencies. We aim to become a
stronger champion for equality.
The Citizens advice service is a national service committed to the principle that all people from whatever background in every
community should have access to our information and advice. This principle requires us to maintain national standards of
practice and to hold firmly to the values that underpin everything we do – justice, equality and respect for the rights and dignity of
every person. These values and visions are our bedrock. Being inventive, responsive and generous is our culture.
See Action Plan points 1.4, 1.5.2
Target area 2: Promote equality through advocacy
We are committed to providing a service that is accessible to everyone, both users and volunteers. We use data and information
gained from various sources including community profiles and client feedback to enable us to work towards providing services to
hard to reach people within our communities including the most vulnerable and those who are, or risk being, socially excluded.
We need to work in partnership with other community organisations to establish how we can best provide services to newly
arrived migrant workers and their families, an ever increasing population.
30We have invested in a kiosk at the Andover office to allow easy access for clients without computers at home or for use at busy
times. The kiosk service translates into 64 languages
We are committed to providing translation and interpretation when required for clients including British Sign Language.
We are a 3rd Party Hate Crime Reporting Centre and also advice on Restorative Justice
Action Plan Points 2.1, 3.4
Target area 3: Value diversity through our roles as employer, volunteer agency and contractor.
We provide training in Equality and Diversity, which is open to all workers to undertake and is part of the Volunteer Certificate
training
Equal opportunities are at the heart of everything we do and are reflected in our service provision, recruitment procedures and
the work we do in partnership with others.
Action plan point 1.4, 4.2
31Organisational Structure Appendix C
Finance Sub Cttee
Trustee Board Health & Safety Sub cttee
Remuneration Sub Cttee
Chief Officer
Admin
support
Operations Manager
ASM*
ASM*
(A)
(R)
Volunteer ASS**
Training
Volunteer ASS**
officer
Outreach
co-
Admin ordinator
Volunteers Volunteers
*ASM – Advice Services Manager
** ASS – Advice Services Supervisor
32Appendix D
BUSINESS CONTINUITY PLAN
VERSION CONTROL
Issue Date Issued by Reason for Issue
No.
0.1 01/04/2016 A Moon Draft
1.0 24/01/2017 A Moon Updates
2.0 13/07/2018 A Moon Audit
Distribution list
Copy Issued to Position
All members of
1 Business Chief Officer
Continuity Team
Board of Chief Officer
2
Trustees
33The full service business continuity plan is distributed to all members of the business continuity team as a hard copy and these are
kept off-site. Trustee board members are also sent an email version. The on-site hard-copy version is kept on the network and in
Chief Officers’ office.
Introductory page
Citizens Advice Test Valley is a registered charity which provides free, independent, confidential and impartial advice to help
resolve problems. The service is open to everybody regardless of race, sex, disability, sexuality or nationality. All offices operate as
separate entities but are members of Citizens Advice, the national charity. Citizens Advice provides support, information and
training which allow offices to provide an advice service directly to the public through a range of community settings, e.g. the high
street, libraries and GP surgeries, and increasingly by telephone, via the internet, by email and through the media. If Local Citizens
Advice were unable to prove their resilience during a disruption, and were unable to provide the service to their clients over an
extended period, this could seriously jeopardise the potential for repeat funding.
The office has two locations from which it operates all of its services
35 London Street, Andover, SP10 2NU
Former Magistrates Court, Church Street, Romsey, SO51 8AQ
The Andover Office is currently occupied under a lease with TVBC – who in turn have a lease with Langdowns the head landlord.
The Romsey Office is occupied under a lease directly with TVBC and is currently due to end in October 2028.
As at the 13 July 2018 we have 11 paid employees whose hours range from full time (40hrs) to 15 hours a week.
We have a team of 9 trustees including a Chair, Vice Chair and a Treasurer.
We have a team of 12 volunteers who are receptionists or clerical workers.
We have 45 volunteer advisers.
34Our main funding is received from Test Valley Borough Council and we also have partnership working with Test Valley Community
Services and Citizens Advice Hampshire. We provide our service at 3 Outreach locations – King Arthurs Way, Whitchurch and
North Baddesley.
The purpose of this document is to prepare the service to cope with the effects of any disruption and to implement broad, widely
acceptable measures which could be used to address a number of scenarios.
Objectives of this Plan
1. To ensure the safety and well-being of employees and volunteers.
2. To minimise the likelihood of impacts and risk of interruptions.
3. To ensure that maximum possible service levels are maintained during disruption and establish good communication links
with employees, trustees, funding bodies, customers, suppliers and stakeholders.
4. To ensure that the service recovers from interruptions to the organisation as quickly as possible.
Following a disruption to the business it is likely to be impossible to provide all the business-as-usual services and functions.
Therefore it is necessary to decide which are related to the survival of the organisation (and is therefore mission-critical) and
which can be sacrificed if absolutely necessary. This analysis takes into account the employees required, important locations,
special equipment needed and time-sensitive processes. A list of business-critical activities can then be identified. These activities
should continue, even at a reduced level, during a disruption. To establish which products and services and deemed critical, the
following criteria can be used.
Failure to provide this service will:
Have a serious detrimental effect on human welfare
Result in breaking obligations expected by funders
Involve a serious loss of credibility, reputation and public perception
35The Business Continuity Team
A Business Continuity Team (BCT) has been established. This team includes senior members of the service whose involvement will
be critical to dealing with an interruption to the business and arranging a successful recovery. This team includes The Board of
Trustees, Chief Officer and Operations Manager and Advice Service Managers.
The team exists to:
Make swift, informed decisions.
Provide direction to managers.
Provide direction to staff.
Issue internal and external communications.
Be easily accessible and contactable.
The continuity manager with delegated approval from The Board of Trustees is responsible for invoking the Business Continuity
Plan.
Invocation
The Business Continuity Plan will be invoked by the Chief Officer with the backing of The Board if it looks likely that work resources
(buildings, people or systems) could be out of action for over 48 hours unexpectedly.
This may be caused by large-scale natural disasters (hurricanes, flood, storms), power cuts, malfunctioning software, server
malfunction, office fire, computer virus outbreak, terrorist attack or pandemic disease outbreak. (This is not an exclusive list).
Following any unexpected incident which has an impact on work resources, the Chief Officer should be informed immediately.
He/she will contact the Business Continuity Team and The Board to invoke the Business Continuity Plan. Following invocation, the
office contact tree will be used to contact all stakeholders. (See Appendix A).
36In the case of invocation and the offices being unusable in Andover, I will look to locate myself at Test Valley Borough Councils’
offices.
In the Romsey area I will locate myself at Costa Coffee in The Hundred.
37Role Position and Post Holder Contact Main Areas of Responsibility
Continuity Manager Chief Officer 01264 355090 Being responsible for invoking the plan
Ange Moon (Home) Directing the BCT in an emergency and
01264 723641 co-ordinating the Business Continuity
(Work) response.
07988 689434 Notifying the emergency services.
(Mobile) Ensuring the continuity planning is
adequate.
Leading the BCT update meetings (6
monthly/annual cycles).
Managing the roles and output of other
BCT members and delegating.
Determining who should undertake
which roles and deciding which roles (if
any) may be combined in one person.
Ensuring protection and security of
people and property during and
following a disaster.
Being responsible for emergency shut-
down and evacuation of the facility.
Instructing and leading relevant
professionals to appraise the physical
conditions following a disaster and
overseeing the salvage operation.
Ensuring that the insurance company is
notified.
Leading the recovery process.
Communications Operations Manager 01264 354307 Activating communication with the local
38Manager Angela Kemp (Home) newspapers, local radio stations.
01264 723645 Supervising updates on the website and
(Work) any local authority websites.
07812 681183 Supervising all update emails.
(Mobile) Using internal communications to help
embed business continuity in the
organisation.
Staff Communication ASM Responsible for contacting each
Manager Julia Shaw 01794 517268 volunteer or staff member to let them
Sue Collinge 01794 519431 know the situation. Initially by telephone
Tom James 07872 490318 with email as the last resort
Laura Ivey 01256 896805
39Business critical activities
Products and services
Name of product
Description Impact time frame
or service
Up to 1
24 hrs 24-48 hrs Up to 2 weeks
week
Advice systems, Websites to provide offices Inability to Minimal Closure of Closure of service.
i.e.AdviserNet, with information, resources operate help service.
Adviceguide and policy to manage their gateway provided
1.
(product / service) clients’ problems. assessment or for clients.
general
advice.
Gateway This interview is the initial, If premises If continued Closure of Closure of service.
Assessment time-sensitive, assessment of not available, issue, service.
(service) the clients’ problem and unable to take Outreach
situation. It is not to provide place unless service
2. ‘quick advice’, but is designed set up by could be
to determine the next step phone (more provided
that needs to be taken in unusual).
particular circumstances. Each
appointment should take no
40more than 20 minutes
CRM Software This is a software tool (run on Paper records Continue to Continue to Continue to
(product) Citizens Advice IT system) can be kept. operate operate face operate face to
which holds all client records face to face to face face meetings
and details and is vital for: meetings meetings using paper
using paper using paper records, consider
production of statistical records, records, getting extra help
information. consider consider to input
3. case recording and case getting getting extra paperwork into
checking. extra help help to input CRM when
submission of Bureau to input paperwork recovery
Evidence Forms. paperwork into CRM complete.
specialist case into CRM when
recording. when recovery
recovery complete.
complete.
Specialist advice Client meetings which take These usually Consider Consider Consider
(service) place on specific issues, often take place transferring transferring transferring to
with specific funding attached, face to face. to phone to phone phone based and
4. with conditional obligations. based and based and contacting clients
contacting contacting with advice.
clients with clients with
advice. advice.
41General advice Conducted as an appointment Gateway Referral to Service Service closure
(service) following the Gateway could other office closure
Assessment. substitute this or draft in
5.
service. staff from
another
office.
BUSINESS CONTINUITY RISK ANALYSIS MAP
Risk Category Identified Key Risks CA Comments/Actions Risk Rating
and Issues Low/Med/
high
Finance The service needs to close Funded by TVBC who have traditionally provided Medium
or reduce and/or its’ good support for the service. An application was
services due to financial submitted to secure a 3 year SLA. This ends in
difficulties or insolvency. 2018. Draft budgets have been prepared and will
be reviewed against projected development needs
as business planning progresses. Reserves are
currently healthy.
Projects have a material Current projects are all run on a full cost recovery Low
negative impact on the basis.
financial stability of the
service due to withdrawal of
funding and/or ability to
meet funder requirements.
Governance Ineffective governance leads Most founding Board members have now retired Low
to organisational service and new members to The Boards have been
delivery and reputational recruited. The Board is small with 9 Trustees
42risk. including the Chair, Vice Chair and Treasurer. We
have 1 TVBC reps.
Inability to plan A business plan has been written and Business Low
effectively/make key Continuity Plan has been produced.
decisions when needed
leads to inability to
complete effectively.
Management Ineffective management The Chief Officer has worked hard to ensure the Low
leads to organisational, new management structure works effectively.
service delivery and There have been a number of issues to overcome.
reputational risk. The service is working well as one unit – both
offices have slightly different working practices but
with the same outcome.
Poor handling of Further changes to staff in the Romsey office have Medium
employment of equality been made successfully. New relationships have
issues is risking damaging been formed with the paid team and volunteers.
the reputation of the service
or the wider service.
Service Delivery Service delivery is adversely Initial service delivery planning has ensured that Low
affected due to lack of service levels and quality have been maintained
planning, being ineffectively throughout the merger process. Both sites and
staffed or poor accessibility outreaches are suitably staffed and service has
and appropriateness for the been success in continuing the outreach in
local community. Romsey.
Equality and Diversity The service reflects the needs of the local Low
principles are not met. community and Stand Up for Equality tools have
been used in building the business plan.
Premises and/or staff The Business Continuity Plan will be invoked. Low
become ineffective due to
43terrorist attack/pandemic or
natural disaster.
Service fails to comply with The Performance Quality framework is the Low
membership agreement of indicator used to assess membership.
Citizens Advice
Service perceived as The service is valued by the local community and Low
ineffective/inaccessible by LA funders and new opportunities have been
funders/partners/clients developed to improve access for rural areas.
leading to loss of
opportunities/threat to
current and future funding.
Service reputation reduced Client surveys in both offices show good levels of Low
by on-going poor treatment satisfaction. No significant complaints received in
of clients/low professional the last year.
standards.
Information Assurance All staff and volunteers (incl Trustees) undertake Low
the civil service information assurance training on
line annually and this is recorded centrally – levels
of training are undertaken depending on role
Premises Premises not compliant with Current premises fit with requirements – Low
Equality Act requirements. consideration will need to be given if and when
Andover moves. Care over Information Assurance
and confidentiality issues is vital
Reputation adversely Current premises are accessible and well Low
affected due to lack of presented. Recent rebranding has been effective.
professional public image.
Research & Campaigns Ability to influence policy on Evidence forms are produced at both sites and a Low
behalf of clients is adversely new co-ordinator has been allocated and is
affected by lack of working to improve this area.
44engagement with national
and social policy.
Stakeholder Relations Failure to adapt to changes Partnerships are active and relationships with the Low
in user demand and local authority are positive and supportive. The CO
stakeholder expectations has highlighted the need to build on relationships
leads to missed service with agencies in the Romsey area. Plans to raise
development opportunities. profile through continued networking.
Engagement with The Service and clients fail The office supports national initiatives. The CO is Low
Wider Service to benefit from the currently involved in Hants Strategic Managers
advantages of being part of Forum and the office is active in consortium work.
the Citizens Advice service.
ICT/Systems Lack of ICT/Systems Following a catastrophic IT issue in January 2018 he Med
effectiveness leads to systems have been totally rebuilt with a much
inability to complete/adapt higher level of security A new company now
to opportunities for oversees our IT.
different ways of working.
Equalities, Diversity Reputation and image Stand Up for Equality tools to be used in business Low
and Dignity at Work adversely affected groups in planning to ensure services and structure reflects
greatest need of advice not local community needs.
catered for.
Legal Action for Only 25% of work is checked CATV have the recommended level of insurance to Low
Negligent Advice on a daily basis. cover any complaints or legal action.
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