OPENING DOORS The Strategy for the Delivery of Voluntary Advice Services to the Community
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OPENING DOORS
The Strategy for the Delivery of
Voluntary Advice Services to the
Community
September 2007Opening Doors
Contents
Ministerial Foreword ..............................................................................................3
1. Background and Current Services....................................................4
1.1 Background ..................................................................................................4
1.2 Current Advice and Information Services in Northern Ireland ..............................5
1.3 Funding Advice Services.................................................................................7
1.4 Profile of Advice Services in Northern Ireland....................................................8
1.5 Improving Advice Services ............................................................................10
2. The Strategy .................................................................................11
2.1 Principles and Values...................................................................................11
2.2 The Advice Which is Needed.........................................................................11
2.3 Delivery of Advice and Information Services....................................................12
2.4 The New Infrastructure – Key Features...........................................................13
2.5 Delivering the Strategy: Recommendations ....................................................16
2.6 Monitoring and Review Plan .........................................................................19
1Opening Doors
Contents
Annex 1 List of Consultees........................................................................................21
Annex 2 Advice Services Alliance...............................................................................22
Annex 3 Benefits to Advice Users ..............................................................................23
Annex 4 A Primary Generalist Hub .............................................................................24
Annex 5 Satellites, Outreach and E Access.................................................................26
Annex 6 Summary of Recommendations ....................................................................27
Annex 7 Timeline .....................................................................................................30
Annex 8 Resource Plan ............................................................................................31
Annex 9 Model – A Strategy for the Delivery of
Voluntary Advice Services to the Community ..................................................33
2Opening Doors
Foreword
I am delighted to endorse this Strategy for received high quality assistance with benefit
Supporting the Delivery of Voluntary Advice issues, legal problems, consumer and other
Services to the Community. In the past, the rights. I value the contribution of the
considerable efforts of groups active in the voluntary advice sector which, over the last
sector have been organised in a number of three years, has secured additional
different systems and the publication of this resources of £3 million to support frontline
Strategy is a significant step in the local advice services. The implementation of
realisation of a comprehensive approach to this Strategy will ensure that best quality
the provision of voluntary advice services advice services will be available to those
that places the needs of those seeking who need them most.
advice at its core. A vibrant network of
voluntary advice services exists across This Strategy will be delivered through
Northern Ireland and the implementation of partnership working by statutory, voluntary
this Strategy will enable further collaboration and community sector representatives and
and best use of resources to meet the will underpin the sustainability of the sector
needs of the community. and the services it delivers. The changes
proposed to voluntary advice sector
I am grateful to all those who engaged in structures are significant and I applaud the
the preparation and development of this leadership shown to date by the key advice
document. I look forward to a continuation sector organisations. Change is difficult for
of this level of engagement with all all of us, yet the firm focus on achieving the
stakeholders, and indeed will be relying on most effective methods to deliver services in
continued participation and support in order the interest of the people in Northern
to implement the Strategy. I am keen to Ireland is commendable.
ensure that positive outcomes are delivered
at community level. The key to successful Northern Ireland stands on the brink of a
implementation will be close co-operation new era of cooperation and respectful
within and across government co-ordinated collaboration, and the voluntary advice
through the Government Advice and sector serves as an example of this spirit of
Information Group and also close co- cooperation in the interests of all the people
operation and collaboration within and of Northern Ireland, particularly the most
across the voluntary advice sector with a vulnerable and disadvantaged.
key role for the Advice Services Alliance in
achieving this.
The advice sector has consistently delivered
services to a broad range of people across MARGARET RITCHIE MLA
Northern Ireland who have sought and Minister for Social Development
3Opening Doors
Background and Current Services
1.1 Background • to enable DSD to deliver support
for advice services consistent
1.1.1 The Department for Social with its broader responsibility to
Development (DSD) has policy tackle disadvantage.
responsibility for voluntary
information and advice services in 1.1.3 There are a number of other external
Northern Ireland. In January 2006 factors which have influenced the
David Hanson, the Minister with need for a co-ordinated approach to
responsibility for Social Development, the delivery of voluntary advice
launched a public consultation on a services. These include the Review of
Strategy for the Delivery of Voluntary Public Administration, the need to
Advice Services to the Community. develop structures which deliver co-
This Strategy aims to put in place an terminosity of services, the increased
integrated, quality advice service role of the voluntary and community
across Northern Ireland and a proper sector in delivery of public services
framework to ensure that services are and the work of the NI Legal Services
planned and delivered in a way which Commission in developing a mixed
matches resources to need, with a model for delivery of legal services.
particular focus on meeting the Whilst DSD has been leading on the
needs of the most disadvantaged in development of this Strategy, a
society. comprehensive range of other
stakeholders from the voluntary,
1.1.2 There is general recognition within statutory and community sectors
the statutory, voluntary and have been involved in the process.
community sectors of the need for a An Advice Services Steering Group
long-term strategy to define an which included members of the
agreed infrastructure for future advice Advice Services Alliance (ASA) and
service provision. The principal members of the DSD Voluntary and
reasons identified are:- Community Unit (VCU) worked closely
on the consultation document for the
• the lack of an overall policy Strategy.
framework within which decisions
about advice and information 1.1.4 A public consultation was conducted
can be made; between 16 January 2006 and 7
• the lack of a strategic decision- April 2006 and a total of 54
making process by funders; responses were received from a
• inconsistent quality and quantity range of statutory and voluntary
of advice provision across sector organisations (see Annex 1).
Northern Ireland; and VCU also facilitated consultation
workshops with voluntary advice
4Opening Doors
providers and councils and an E- organisations to advise on quality,
consultation exercise with Advice NI. training and access issues. This
Advisory Panel will report to DSD
1.1.5 The consultation responses strongly twice a year regarding the
supported the development of a implementation of the Strategy. The
strategic framework for delivery of reports will be considered by the
voluntary advice services. A number Government Advice and Information
of specific concerns were raised Group.
about the definition of the proposed
local advice structures, the roll-out of 1.2 Current Advice and
these structures, provision of Information Services
resources and the role of regional
specialist organisations. The 1.2.1 The main advice providers are:
Department has taken account of the Government departments and
views expressed during the agencies on issues relevant to their
consultation process and made a role and authority, or support
number of changes to this final organisations who perform this
Strategy document. function for them.
Regional and local voluntary
1.1.6 An Equality Impact Assessment was organisations (and some
conducted which identified no community groups) on specific issues
significant impacts on any of the nine and/or a wide range of information
Section 75 categories but some and advice to specific target groups.
consultees expressed the view that Advice generally forms one element
there was potential for some smaller of their work and is usually focused
groups to be overlooked particularly on a specific issue or targeted at a
within the categories including Race, specific group of clients.
Age, Men and Women, Persons with
a Disability and Persons with Citizens Advice Bureaux (CABx)
Dependants. Further information is advise people and speak for them in
available in the Equality Impact the local communities where they are
Assessment 2007 document which based.
can be accessed on the Independent Advice Services –
Departmental website. By September some are primary advice providers
2007, the Advice Services Alliance (i.e. those for whom advice is their
will have formed a Specialist Advisory sole or main purpose) and some are
Panel of senior representatives from community development
regional voluntary organisations organisations which provide advice as
including representatives from these part of their work.
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Background and Current Services
1.2.2 Most are members of either, Citizens’ advice, while some others specialise
Advice, Advice NI or Law Centre NI. in certain topics and/or groups. Some
Some are in all three. advice work is considered specialist
Citizens’ Advice provides support to as it focuses on a particular element
local CAB offices, through the of work at a more complex level or is
administration of a wide area targeted at addressing the needs of a
network, provision of information, specific group of people (e.g. legal
training and NVQ’s, advice on policy advice on immigration, complex
issues, advice on quality issues, housing advice, advice which relates
lobbying, etc. All local CAB are to certain sections of society, money
affiliated to Citizens’ Advice which and debt advice, advocacy at SSA
also provides insurance, appeals and tribunals, etc.)
representation on policy issues and
strategic support. 1.2.4 The Advice Services Alliance (ASA)
Advice NI was established to provide Representatives from Citizens’
structured support in areas such as Advice, Advice NI and Law Centre NI
IT, training, quality standards and make up the ASA which is an
information to independent advice overarching body for advice provision.
providers and regional and local Its main function is to act as a
voluntary and community groups conduit between Government and
which provide advice and information local advice providers (who are
as part of their work. members of one or all of the ASA
Law Centre NI provides support and organisations). It encourages the
training to local advice providers on agencies to work together and there
legal and welfare issues. It also deals have been some significant examples
with the most complex legal issues of co-operation, in areas such as
(most of which test policy or social security advice and training.
legislation), generally referred by Together the three bodies support a
advice providers. Most providers are wide range of providers, with a
members of the Law Centre. different ethos but similar standards,
which ensures that everyone has
1.2.3 Advice is provided on a wide range of choice in how they obtain advice. The
subjects including welfare and ASA has contributed to the
benefits, health, education, development of the Strategy through
employment, housing, debt, an Advice Services Steering Group
consumer and legal issues. Some and has a vital role to play in taking
advice providers offer a full range of forward a number of key
recommendations in the Strategy.
6Opening Doors
1.3 Funding Advice Services 1.3.3 VCU and councils are the main, but
not the only, funders. Other
1.3.1 Central Government government departments, agencies,
branches and Non Departmental
VCU funds and supports regional Public Bodies directly provide
advice services provided by Law information (and sometimes advice)
Centre NI, Advice NI and Citizens’ to the public relating to their remit, or
Advice. This funding is delivered provide specific funding to
through the Department’s Regional organisations to do so on their behalf
Infrastructure Programme. e.g. Social Security Agency (SSA),
Child Support Agency (CSA), DSD
1.3.2 Local Government Housing Division, Northern Ireland
Housing Executive (NIHE), Health and
Funding for frontline local advice Social Services Trusts, Department of
services is delivered through the joint Enterprise Trade and Investment
DSD/ Council Community Support (DETI has responsibility for consumer
Programme. Whilst councils generally issues) and Her Majesty’s Customs
recognise the importance of voluntary and Revenue. A range of other
advice services, funding levels vary funding bodies also support
significantly because of an advice/information work. The advice
inconsistent approach to the criteria sector generally views funding from a
used by councils for allocating funds. number of sources as very positive,
As a result, the level of local advice as long as there is sufficient core
provision often varies and may not funding from government (Williamson
always reflect the needs of a Review, June 2004).
particular area. Councils have
indicated to government that they 1.3.4 The funding environment in which
would welcome guidance on how advice organisations work is
best to support the sector. Since changing. The amounts available for
publication of the consultation advice services from many funding
document, DSD has increased the sources are likely to reduce in the
level of resources for local advice future and have in many cases
services and has secured additional already started to decline. Significant
match funding from councils. This funding programmes, particularly
has increased the overall allocation those emanating from Europe, are
through the Community Support reducing and will offer decreasing
Programme from £1.9 million in support to the voluntary and
2004/05 to £3.4 million in 2007/08. community sector. There may,
however, be emerging opportunities
7Opening Doors
Background and Current Services
for developing advice services enquiries/1,000 people varies
through, for example, the work of the over a large range. (e.g. within
Legal Services Commission in Derry City Council area there are
mapping legal services and identifying 870 enquiries/1,000, Belfast
alternative delivery mechanisms to has 240 enquiries/1,000).
ensure that appropriate services are Differences in how advice work is
available to people who need them. monitored by providers
contributes to these variances.
1.4 Profile of Advice Services in 1.4.2 Breakdown of Advice Enquiries
Northern Ireland
Other (12%)
Appeals/Trib. (2%)
1.4.1 In June 2004 Williamson Consulting
Health/Disab. (5%)
conducted a review of the voluntary
advice sector on behalf of DSD and Money/Debt (6%)
reported the following levels of advice Benefits (54%)
Housing (6%)
and information services in Northern
Ireland; Employment (7%)
• 63 Generalist advice providers.
Consumer (8%)
Most council areas have 1-2
providers. Belfast has 20 advice *Other enquiries include
organisations and Derry City relationship/personal, taxes, utilities,
Council area has 5. education, leisure, human rights, justice, etc.
• Generalist providers typically
have 3.5 whole time equivalent 1.4.3 The 2004 Review estimated that the
paid advice staff (2 generalist total cost of these services was
advice staff, 0.4 money advice around £4m per year. This was based
staff, 0.6 tribunal workers and on an average of £65,000 per
0.5 other specialist advice staff), provider over 63 bodies. The Review
1.5 volunteers and admin found a wide variation in funding from
support. councils and DSD has sought to
address this anomaly with an extra
• 400,000 enquiries are dealt with £0.5 million funding each year over
a year by Generalist providers - the last two years ring fenced for
around 250 enquiries for every advice support. Councils matched
1,000 people. Demand for this funding in 2006/7. The intention
services increases with capacity is to increase the council contribution
and therefore the number of to a minimum of £2 per capita.
8 * Section 2.3.2 of Williamson Review, June 2004Opening Doors
1.4.4 Approximately 105 specialist Northern Ireland Legal Services
organisations provide advice and/or Commission and the specific terms of
information and/or advocacy. The reference are as follows:-
following diagram shows the areas in • To map current provision of
which they work: generalist and specialist advice,
information and legal services
Specialist ASA Members delivered by the public, voluntary
and private sectors at a regional
Health/Disab. (19) and local level across Northern
Other (27) Ireland;
• To assess provision of advice,
Women’s (10) information and legal services
with particular regard to:
Prisoners (3)
Ethnic Min. (3) – The nature and extent of
Housing (9)
Employment (4) recognised quality assurance
Children (4) standards in the provision of
Parenting (4) Rural (9)
Older People (6) Comm. Dev. (7)
services;
– methods employed for
“others” include gay/lesbian, equality/Human delivering services including
Rights, education, legal/justice, volunteering, home visits, outreach
poverty, consumer, money, etc.
services, prison visits, out of
hours services, etc;
1.4.5 This research data is somewhat
– the respective workload in
outdated and a number of consultees
each area of service provided
referred to the need for a more
and level of demand for such
comprehensive exercise to profile
services;
current advice services and map
these into the proposed – accessibility of services
infrastructure. The consultation incorporating disabled access
document recommended that DSD and the provision of services
should commission a new mapping in languages other than
exercise to match advice provision to English;
community need and to identify the – evidence of working in
most appropriate location for advice partnership with other
services. This work has already organisations i.e. the degree
commenced and will be taken of signposting and referrals
forward by an external consultant. made to appropriate
This is a joint assignment with the organisations;
9Opening Doors
Background and Current Services
• To analyse the geographical work supported through short term
spread of services and, taking funding.
account of issues of accessibility,
deprivation and population size, 1.5.2 The three main advice networks that
to make recommendations on include the vast majority of advice
the preferred location of Area organisations have grown
Hubs within the proposed new substantially and deliver a wide range
Super Council areas; of services, both generalist and
• To consider how to maximise specialist in nature. There has been
access to basic generalist advice little attempt made, however, to
services and identify an identify duplication of provision. In
appropriate number and the absence of a comprehensive
locations for full-time strategy based on a clear assessment
community-based, satellite of provision, it is also likely that such
advice services and other duplication in some areas is matched
outreach provision to by gaps in service provision in others.
complement the Area Hub
structure; and 1.5.3 Pressure is growing on the resources
available to fund advice services with
• To evaluate the collected advice organisations reporting on the
information and conduct a gap need to reduce services and finding
analysis to determine the difficulties in retaining trained staff
availability of services against because of uncertain employment
identified local need. prospects. The introduction of a
strategic framework presents an
1.5 Improving Advice Services opportunity to support the
professional development of staff
1.5.1 Advice services have grown in within the voluntary advice sector and
response to need, availability of address issues of recruitment, staff
resources (much of it short term) and retention and low morale. Resources
as a consequence of the for advice services must be planned
effectiveness of advice giving and delivered according to a
organisations in particular areas. framework that matches resources
Whilst there is much high quality and service delivery to need, with a
provision there is also inconsistency particular focus on meeting the
in terms of geographical spread, needs of the most disadvantaged.
range and quality, with much advice
10Opening Doors
The Strategy
2. The Strategy • high quality services that are
sustainable in the long term;
The Strategy proposes a structure for • value for money;
delivering advice services that will
ensure increased co-operation • quality of provision;
between local providers and improved • integrated services that address
accessibility for the many people who gaps and overlaps and can
rely on these services across respond to changing needs; and
Northern Ireland.
• the best use of the distinctive
approach of the voluntary and
The benefits for local and regional
community sector.
services include:
• the best use of resources;
2.2 The Advice Which is Needed
• reduced duplication;
• better communication between 2.2.1 The overriding aim of this Strategy is
government, other funders and to deliver a comprehensive advice
service providers; and information service covering the
following areas:
• better informed decisions by
funders through the development
of agreed quality standards, and Challenging
Policy
monitoring and evaluation
systems;
Advocacy/
• continued key role for the Representation
voluntary advice sector in both
service delivery and identifying
Assistance to act
and challenging unfair decisions on information
through changes in procedures
and policies.
Interpretation of information
2.1 Principles and Values
2.1.2 The key principles and values of the
Strategy are to provide:- Access to information
• access by all people, the
disadvantaged in particular, to a • Access to Information – basic
level of advice that meets their provision of information to all
needs; people, including information
from many public bodies as part
11Opening Doors
The Strategy
of their service delivery carried out by larger regional
obligations. bodies such as ASA members.
• Interpretation of Information –
helping people to understand the 2.3 Delivery of Advice and
information provided and how it Information Services
relates to their own individual
circumstances. This includes the 2.3.1 The consultation document
work of help lines, and also face- considered the key question about
to-face support. the appropriate level of generalist
and specialist advice provision and
• Assistance to act on
concluded that it is not practical to
Information – providing people
provide very specialised advice, which
with practical assistance when
is in relatively low demand, at a very
their circumstances are unusual
local level. Conversely, advice which
and/or stop them from being
is sought regularly by a significant
able to help themselves. This
number of people should be as
might include statutory support
accessible as possible. This principle
for individuals, but is more often
has been broadly supported during
provided by independent
the consultation process and the
organisations which can offer
Strategy will adopt the basic principle
fully independent assistance.
that it is logical to provide the most
• Advocacy/Representation – specialised and complex advice/
supporting people to challenge advocacy at a regional level and to
decisions/actions. This would ensure that advice which is in high
include the work of many larger, demand (i.e. generalist) is provided
and some smaller, advice locally to facilitate accessibility for all.
providers and would extend to
Social Security Appeal Tribunals 2.3.2 If very specialised provision is only
and Social Security delivered at a regional level,
Commissioners. appropriate referral, training and
• Informing Public Policy or quality mechanisms must be in place
Practice – questioning to ensure that specialist
policies/legal issues when they organisations have assurance that
result in inequality and/or their client groups have appropriate
access to services through local
discrimination, and commenting
providers. This issue caused concern
on policy consultations. This may
for some specialist providers and it
involve legal action, lobbying and
must be emphasised that such
policy comment and is usually
organisations have an important role
12Opening Doors
to play within the proposed advice 2.4 The New Infrastructure – Key
structures. The establishment of a Features
Specialist Advisory Panel under the
auspices of the ASA will be an 2.4.1 The consultation document identified
important development in bringing
a model advice and information
together these groups to work with
infrastructure based on a network of
government and generalist providers
generalist providers (referred to as
to ensure there is sufficient capacity
Area Hubs). It was intended that
and awareness at a local level to deal
these would be linked to, and
with all client groups and that
appropriate referral mechanisms are supported by, local satellite and
in place for particularly complex outreach centres. The rationale
cases. There should be further behind this proposed model is that it
consideration of the needs of will promote a fully integrated service
particular specialist client groups across each of the new Super
e.g., those who avail of specialist Council areas with an increased level
advice and counselling services to of collaboration and sharing of
ensure that services are not adversely resources between local providers.
affected. The implementation of a more
strategic approach to advice service
2.3.3 The complexity of tribunal work and provision will ensure that better use
money and debt counselling requires is made of available resources and
specialist staff. To balance that there is a focus on the
accessibility and quality with development of services that :-
appropriate levels of skill and • are accessible to all, and
specialisms, some access at local
targeted at those most in need;
level to specialist advice workers will
be required. • can be sustained in the long-
term;
2.3.4 Some of those who need highly • can demonstrate value for
specialised and complex advice on an money; and
infrequent basis may also be those
who are least well equipped • can demonstrate appropriate
financially and socially to access quality of provision.
centralised provision. Consequently,
there needs to be effective 2.4.2 There were some concerns raised
communication and referral during the consultation process about
processes and sharing of expertise the possibility of a two tier system
between central and local provision. developing, with providers who were
not selected as an Area Hub
13Opening Doors
The Strategy
potentially becoming marginalised. changes to local government
The proposed structure is intended to boundaries following devolution as
provide integrated local services with appropriate in line with the Strategy’s
advice centres located in areas which focus.
will best meet community need. The
location of Area Hubs and linked 2.4.4 Belfast City Council currently
satellite provision will be informed by allocates funding for advice services
the mapping exercise, however it based on each of the four
must be stressed that full-time constituency boundaries and this
satellite provision will be required would facilitate the establishment of
across each of the council areas and four Area Hubs in Belfast. It is
will be additional and complementary accepted that decisions on the
to the Area Hubs. In some of the location of Area Hubs must be made
proposed council areas, different on the basis of up to date research
organisations will be required to co- on provision mapped against
operate on a consortia basis to population levels, deprivation data
ensure that there is adequate and accessibility.
coverage across a specified
geographical area. The emphasis of 2.4.5 It is recommended that an integrated
the Strategy must remain focused on structure for delivery of advice and
the need to improve service delivery information services is implemented.
and not on individual organisational This will provide advice, advocacy and
need. high level support on a range of basic
and complex general advice issues to
2.4.3 Whilst the initial view was that one as many people as possible. At a
Area Hub would be required for each local level, advice services will be
Super Council area, a number of delivered by a network of Area Hubs,
consultees indicated that this 4 in Belfast and a number of others
concept would be difficult to across Northern Ireland. These will be
implement in Belfast due to linked to other full-time satellite
population levels and the extent of advice centres in other parts of the
community segregation. Consultees council area. The location and
also queried if the number of Area number of Area Hubs will be
Hubs would change to reflect any confirmed following completion of the
change in the number of Super mapping exercise taking account of
Councils following devolution. The population levels, deprivation data
model needs to be flexible enough to and accessibility factors.
consider accommodation of any
14Opening Doors
2.4.6 An Area Hub will be locally based and relationship under contract is the
will provide a broad range of advice best option. It is envisaged that
services. It will: contracts will be awarded jointly by
• provide accessible, generalist councils and the Department. This
advice, advocacy and high level process will not preclude a
support on a range of basic and collaborative approach between
complex general advice issues; providers leading to joint bids.
• offer first line support to those 2.4.8 DSD intends to pilot the new advice
who have specific needs; and structures. This pilot will be informed
• act as a referral point to by the outcome of the mapping
specialist agencies where exercise and will test partnership
dedicated specialist advice is arrangements between a range of
required. local providers and referral
mechanisms to other regional
For more detail on the functions of specialist providers. The Department
the proposed Area Hubs see will seek expressions of interest from
Annex 4. All other local services, councils to participate in this pilot
including satellite provision, outreach and it is important that delivery of
work in rural areas, home visits, work services is measured in both urban
with community organisations and and rural areas.
support for services using the Internet 2.4.9 The issue of long-term, sustainable
(E-access), will be linked to the funding for local advice provision will
relevant Area Hub. be taken forward within the context of
the Strategy, and the establishment
2.4.7 The consultation invoked of a Government Advice and
considerable debate about the Information Group, by September
method of allocating future funding 2007, should lead to more strategic
under the Area Hubs model. A use of government resources across
number of proposals were submitted the voluntary advice sector.
involving the use of competitive
tendering, consortia approach and 2.4.10 This Strategy will guide:
service level agreements. Recent • Government departments on
Treasury guidance is clear that, where work which potentially impacts
the third sector is involved in delivery on the need for, or delivery of,
of public services, a procurement advice services;
process open to competition and
leading to a conventional trading • the approach of DSD in working
with other government
15Opening Doors
The Strategy
departments or agencies on Review of Public Administration as
issues which affect the sector; agreed by the Northern Ireland
and Executive. The decision regarding the
• non statutory funding bodies in number and location of Area Hubs
planning future support; will be made on the basis of up to
date research on provision mapped
2.4.11 It is anticipated that the main against population levels, deprivation
recommendations from the Strategy data and accessibility factors.
will be in place within 3 years of Following completion of the mapping
publication. Since radical change is exercise, DSD will work with councils,
required in some parts of the other statutory funders and the ASA
voluntary and community sector and, to agree a specification for delivery of
given the scale of the programme of local advice services. This will be
change taking place within the public tested during the pilot and refined
sector, it may take up to 5 years before roll-out across all of the
before some of the longer-term council areas.
results are realised. Section 2.5
contains details of the full A pilot will be established during
recommendations. A summary is 2007/08 and, following
contained in Annex 6. An estimated evaluation, roll-out of the new
timeline is also included in Annex 7. advice structures will commence
These target dates are indicative from 2008/09.
milestones and DSD will work with
2.5.2 Maximising Access to Basic
the Government Advice and
Advice Provision
Information Group and the ASA to
achieve these. The Strategy must ensure that basic
advice is available to all and targeted
2.5 Delivering the Strategy - at those most in need. When the
Recommendations locations of Area Hubs have been
agreed, it will be necessary to identify
2.5.1 High Level Generalist Advice where satellite and outreach
Provision provision should be located to ensure
access to the greatest number of
disadvantaged communities. This will
One of the key objectives of the
involve consultation with
Strategy is to implement this communities, councils and providers.
voluntary advice model in line with
the establishment of any new local 2.5.3 Whilst the new structures should
government structures under the ensure that the most disadvantaged
16Opening Doors
communities in society have 2.5.5 DSD will have a particular role in
increased access to advice services, working with other government
it is also important that specific client departments and other funders to
groups are targeted and have access ensure a co-ordinated approach and
to quality local advice services. There make the best use of available
will be an important role for regional resources.
voluntary organisations in working
within the new structures to ensure
DSD will establish a Government
that their client groups are effectively
Advice and Information Group by
represented.
September 2007 where
DSD has a particular responsibility government departments involved
to work for disadvantaged in funding advice and information
communities and will work to put giving organisations can share
in place appropriate arrangements information, ensure best use of
to deliver high quality advice and funding and agree the principles
information through the Area to be applied to advice and
Hubs that ensures effective information work at both regional
provision to the most and local levels. This Group will
disadvantaged communities. DSD monitor the implementation of the
will be particularly concerned to Strategy.
ensure effective delivery of advice
services in neighbourhood 2.5.6 A resource plan for the Strategy is set
renewal areas.
out in Annex 8 and identifies a
number of sources of future funding
2.5.4 Resourcing the Sector in Future
to the voluntary advice sector. The
potential for additional funding from
The need for an Advice and
government departments, agencies
Information Strategy has been
and other bodies whose policies
encouraged by public sector funders
impact on the need for advice
and providers alike who identified the
provision will be further explored.
need for a clear policy framework in
which decisions could be made about
DSD will identify how existing
advice provision and how it should be
available resources provided to
resourced. There is a need for a
advice and information networks
structured approach to maximise the
can be utilised to support the
allocation of available resources to
implementation of the Strategy
ensure that core advice services can
and the establishment of Area
be sustained in the long term.
Hubs in particular. DSD will also
identify options to seek to meet
17Opening Doors
The Strategy
funding gaps through discussions By September 2007, ASA will
with other public and independent establish a Specialist Advisory
funders, the private sector and Panel made up of senior
the advice sector itself. representatives from regional
voluntary organisations to advise
2.5.7 Quality of Provision on quality, training and access
issues in relation to their client
During the development of the groups. This Advisory Panel will
Strategy, some concerns were report twice a year on the
expressed about the wide range of implementation of the Strategy, to
organisations involved in provision of DSD. The reports will be
advice and information services and considered by the Government
the impact this has on levels of Advice and Information Group.
efficiency, effectiveness and quality.
The ASA is composed of three ASA will produce a standard set of
independent organisations who wish quality measures for Area Hubs,
to maintain their own roles within the satellite provision and outreach to
voluntary advice sector. Whilst cover training, IT, reporting
government is supportive of each of systems, premises and adherence
the ASA members, it is important to the core values of advice work.
that the collective organisation These quality measures will be
operates as an effective and applied across the advice sector
accountable representative body. ASA and will inform future funding
will have a vital role in taking forward decisions.
a number of key recommendations in
the Strategy. 2.5.8 It is recognised that there is a need
to make better and more integrated
ASA will facilitate the use of IT in some parts of the advice
implementation of the Strategy sector and to ensure that any digital
and ensure that consistent quality divide between advice providing
standards are established and organisations is narrowed.
maintained within membership
organisations. ASA will support ASA will be supported to
advice providers to meet the implement an acceptable IT based
required standards with the case recording system suitable
intention that by 2008/09 only for the comprehensive monitoring
those providers who do so will of advice services. This system
receive funding. must be approved by DSD.
18Opening Doors
2.5.9 The Strategy places significant and The main advice networks will be
increased responsibilities on the ASA. expected to have IT systems in
place to achieve consistent and
The agreed resource needs of the agreed standards of monitoring,
ASA with regard to administration, reporting and auditability by
monitoring, evaluation and March 2008.
implementation of quality DSD will also work with ASA
standards will be addressed by organisations to achieve the
DSD, in line with government’s objective of a unified IT based
commitment to support case recording and information
modernisation and change within system across the advice sector,
the voluntary and community by March 2009. This should
sector. consider the advantages of Advice
NI’s *AIMS and the Citizens’
2.5.10 Using Existing Resources Advice **CARMA systems and
Effectively ensure access to accurate, fully
auditable information. Appropriate
The voluntary advice sector needs to research and specialist support
improve levels of co-operation, to will be commissioned to take this
rationalise and minimise duplication work forward.
of services, especially in training and
IT services. 2.6 Monitoring and Review Plan
DSD and ASA will agree how to 2.6.1 Implementation of the Strategy has a
provide effective co-operation and timescale of 3-5 years and VCU will
the best use of all training develop a monitoring and review plan
provided by ASA members. to cover this period. To ensure that
the Strategy remains dynamic and
2.5.11 In the interests of minimising relevant, the plan will be regularly
duplication, enabling comparable reviewed and updated as follows:
data on a regional and sub regional
• 6 monthly progress reviews by
basis and integrating systems, a
the Government Advice and
unified, IT based, management
Information Group and the
information system is an essential
Advice Services Steering Group,
objective of the Strategy. There is a
drawn from VCU and the ASA,
particular responsibility on regional
followed by the production of a 6
advice organisations to work with
monthly action plan;
government in achieving this.
* AIMS (Advice and Information Management System) 19
** CARMA (Citizens Advice Recording and Management System)Opening Doors
The Strategy
• An annual review and
updating of the Strategy by
the Government Advice and
Information Group and the
Advice Services Steering Group;
• An interim review after 3
years, to consider the extent to
which objectives have been
achieved and to examine how
effective the structures are;
• A review of the ASA after 3
years to consider its future role
in relation to the Strategy; and
• An external review after 5
years with a view to making
recommendations on future
strategic approaches.
20Opening Doors
Annex 1 –
List of Consultees
Advice NI Help the Aged
Advice Services Alliance Housing Rights Service
Age Concern Interactive Aging Network
Alliance Party Investing for Health Community of Interest
Antrim Borough Council for Fuel Poverty (North & West Belfast)
Ards Borough Council Irish League of Credit Unions
Armagh & Dungannon Health Action Zone Law Centre
Armagh City & District Council Limavady District Council
Ballymena Borough Council Lisburn City Council
Belfast Door Project Mencap
Children’s Law Centre National Energy Action NI
Chinese Welfare Association NICVA
Citizens Advice NI Energy Agency
Citizens Advice Belfast NI Federation of Housing Associations
Coleraine Borough Council NI Fuel Poverty Advisory Group
Cookstown Borough Council North & West Belfast Health & Social
Services Trust
Craigavon & Banbridge Community HSS
Trust Omagh District Council
Craigavon Borough Council Omagh Forum for Rural Associations
Derry CAB Omagh Independent Advice Services
Disability Action OUNI
Down Lisburn Health & Social Services Trust Rural Development Council
Dungiven Community Resource Centre South & East Belfast Trust
Eastern Health & Social Services Board South Belfast Independent Advice Services
Working Group
Equality Commission
Southern Health & Social Services Board
Falls Women’s Centre
Western Health & Social Services Board
Fermanagh District Council
Western Investing for Health Partnership
First Housing Aid & Support Services
Women’s Support Network
Gingerbread
21Opening Doors
Annex 2 –
Advice Services Alliance (ASA)
1. ASA is made up of Citizens’ Advice, 2. To maximise ASA’s value it should:
Advice NI and the Law Centre. Advice • have an administrative role and
organisations are members of at essential staff;
least one of these bodies. Although,
the three organisations which make • not provide funding; and
up the ASA can, at times, be seen as • be reviewed after three years.
representing the sector, advice
providers have a degree of ASA will:
independence and use their
• work with government to ensure
membership of these bodies for
effective delivery of the Strategy
advice and support on a wide range
of issues, including: • make sure training resources for
the advice sector are used
• advice on
efficiently;
operational/management issues
(including implementation of • ensure consistent quality
quality procedures); standards across the sector;
• back up support on systems and • lobby and campaign;
procedures used to make • seek funding for the sector;
efficient and effective advice
work easier; • develop strategic projects for the
sector; and
• circulating information on wider,
often strategic, issues which • make it easier for the Advice and
impact on members’ work; Information Strategy to be
brought into operation, playing a
• making policy consultations vital role in taking forward a
involving the sector easy; number of key recommendations
• lobbying on behalf of members in the Strategy.
and/or the sector as a whole on
policy/legislative issues which 3. In summary, the ASA will not be an
affect advice work; operational body as such, rather it
will, when appropriate, facilitate a
• training/updating for advice staff;
joint approach to issues which affect
• support in developing new the advice sector. It will not be a
projects; and funding body for the sector but will
• support in seeking and obtaining have a co-ordinating and
funding. administrative role and its operation
will be reviewed every 3 years.
22Opening Doors
Annex 3 –
Benefits to Advice Users
1. The benefits of this Strategy will be: Better specialised or high level
• Best use of existing resources; advice
• Making it easier to increase the • consistent availability of special
resources available to the advice advice in each council area;
sector; • locally based advisors (within
• Improving the quality of advice hubs) who understand the issues
and advocacy; faced by people with specific
needs;
• More consistent advice services
across Northern Ireland and • excellent links and referral
within council areas; between local satellites and
hubs; and
• People who need advice most
will find it easier to get help; • access to the best help
available, through simplified and
• More consistent approach to rapid referrals from local
advice by funders at local and providers to regional specialist
regional level. advice.
2. Specific benefits for those who use More consistent quality
advice services will include:
• ASA will set up and monitor
Easier and faster access to quality measures to be used by
general advice: all providers.
• more people will live closer to • The same recording, monitoring
advice services; and IT systems will be used by
all; and
• advice locations will be on main
transport routes; • Expert regional voluntary
organisations will monitor
• increased E-access and better specialist providers and their
use of new technology that staffing.
people find easier to use; and
• more ways of obtaining advice,
including additional opening
hours.
23Opening Doors
Annex 4 –
A Primary Generalist Hub
1. A primary generalist area hub is a needs of ethnic minorities, older
locally based advice provider or people, lone parents and
advice partnership of a complete children. Advisors will not
range of services, including advice, necessarily be experts in these
advocacy and high level support on a areas but will have sufficient
range of basic and complex general understanding to recognise the
advice issues open to as many particular needs of the client
people as possible. It will also offer group and to understand how
first line support to those who have and when to refer clients to
specific needs and will refer them to regional voluntary bodies.
specialist agencies where dedicated • will be linked to a range of
specialist advice is needed. satellite and outreach provision.
Hubs will have good links with
2. It will incorporate the following:- larger community organisations
• 4-8 advisors able to offer advice in the area so that suitable ways
on each core area of general to refer clients can be set up.
advice provision and provide These will enable community
basic advice on particular based E- access points.
specialist needs; • will have well established
• dedicated money and debt relationships with relevant
counselling and the ability to regional voluntary bodies and
carry out tribunal and high level support structures at a Northern
advocacy work; Ireland level. These will ensure
• will be sited on main public that hubs can maintain their
transport routes, ideally close to quality, through suitable training,
where most people live but also access to specialist information,
open to those in more rural regular updating of general
areas; information and provision of staff
training.
• will meet the highest standards
of disabled access and one 3. An Area Hub will be expected to
advisor will have a good level of deliver advice/advocacy on a range of
knowledge in relation to disability issues including:
issues.
• Benefits (including Disability
• each advisor will be responsible Benefits, Income Support,
for one or more specialist area, Housing, Job Seekers Allowance,
including disability, housing, the Tax Credits, Pension Credits);
24Opening Doors
• Appeal and Tribunal support and
representation;
• Money and Debt;
• Consumer issues;
• Basic Immigration (with more
complex cases referred to
specialist organisations);
• Administration of Justice;
• Human Rights;
• Employment;
• Housing;
• Education;
• Health and Disability.
4. More complex enquiries relating to
employment, housing, education,
health and disability, immigration and
social security will be referred to
suitable specialist organisations.
25Opening Doors
Annex 5 –
Satellites, Outreach and E-Access
1. Outreach and satellite provision, • Part-time satellite provision
coupled with the use of technology such as a two day per week
(E-access), will be needed to make session with a part-time advisor
sure that people who do not live near located in an area of high
the generalist hubs will still be able to demand.
get quality advice easily. They must • IT based community E access
work as part of the hub structure and points, such as single
be able to update information, computers within a community
provide training and counselling for centre, library or a community
staff and have administrative support organisation’s premises linked by
to be effective. broadband access to the hubs.
They could cover basic advice
This is how they will work: needs that could be easily dealt
• Full-time, permanent satellite with and offer advisors cheaper
advice centres in other parts of and faster links to a wide range
a new council area(s) with high of people.
population and an identified • All satellite, outreach and E-
community need, as outlined in Access services should be
the mapping exercise. directly linked to the primary
• Outreach services in specific generalist hub in the area.
community places at local level
such as half-day sessions in
community centres, doctors’
surgeries, etc.
• Outreach on an occasional
basis at advice clinics,
promotional events, etc. in
community centres, leisure
centres, schools and other public
locations.
• Outreach home visits to those
who are unable to access advice
services.
26Opening Doors
Annex 6 –
Summary of Recommendations
1. High Level Generalist Advice 3. Resourcing the Sector in
Provision Future
1.1 DSD has commissioned a mapping 3.1 By the end of September 2007, DSD
exercise to match advice provision to will establish a Government Advice
community need and, by the end of and Information Group where
August 2007, produce departments involved in funding
recommendations on the locations of advice and information can ensure
Area Hubs and linked satellite best use of funding, share
provision. information, and agree how advice
and information services will work at
1.2 DSD will consult with councils, the both regional and local levels.
voluntary advice sector and other
funders to pilot the integrated service 3.2 DSD will identify how available
delivery model during 2007/08. resources for advice and information
networks can be used to support the
1.3 From 2008/09 DSD, in consultation Strategy and the establishment of
with councils, other statutory bodies core hubs in particular. DSD will also
and ASA, will establish a network of seek to identify options for meeting
high quality, adequately staffed and funding gaps through discussions
equipped, generalist information and with other public and independent
advice hubs throughout Northern funders, the private sector and the
Ireland. advice sector.
3.3 In the longer term DSD will also work
with other funders to seek to ensure
2. Maximising Access to Basic that there are sufficient resources to
Advice Provision sustain an adequate level of core
advice provision across Northern
2.1 By the end of December 2007, DSD Ireland by 2009/10.
will have decided, following
consultation with key stakeholders,
where satellite and outreach services
should be sited to reach the greatest
number of disadvantaged
communities and individuals.
27Opening Doors
Annex 6 –
Summary of Recommendations
4. Quality of Provision 4.4 ASA will support local providers to
make sure that:
4.1 By September 2007, ASA will have • 80% of advice providers with 3
formed a Specialist Advisory Panel of or more staff meet existing
senior representatives from regional quality standards by March
voluntary organisations to advise on 2008; and
quality, training and access issues for
their clients. • 50% of smaller advice providers
(2 or less staff) meet new quality
4.2 By the end of March 2008, ASA will standards by September 2008.
produce a standard set of quality
measures for Area Hubs, satellite By March 2009, it is envisaged that
provision and outreach to cover only contracted advice providers who
training, IT, reporting systems, meet agreed quality standards will
premises and adherence to the core receive public funding.
values of advice work. These quality
measures will be applied across the 4.5 ASA will support and encourage
advice sector and will inform future membership organisations to ensure
funding decisions. that, by December 2007, 80% of all
funded advice provision has an
4.3 The resource needs of the ASA with acceptable IT based case recording
regard to administration, monitoring, system in place to monitor advice
evaluation and implementation of work.
quality standards will be addressed
by DSD in line with government’s
commitment to support 5. Using Existing Resources
modernisation and change within the Effectively
voluntary and community sector. By
September 2007, ASA will have 5.1 By December 2007, DSD and ASA
obtained appropriate secretarial organisations will have agreed on
support and procedures will be training that should be made
established to monitor and record its available to advice providers. By April
work. In 2007/08, ASA will be 2008 an integrated training strategy
reviewed to measure its effectiveness will be in place which ensures that
in delivering its objectives and to there is a means to provide effective
consider its future role. co-operation and best use of all
training provided by ASA members.
28Opening Doors
5.2 In the short term, DSD will work with
Citizens Advice and Advice NI so that
IT systems are able to achieve a
shared standard of monitoring,
reporting and auditability by March
2008.
5.3 DSD will also work with ASA
organisations to achieve the long-
term objective of a unified IT- based
case recording and information
system across the sector, by March
2009. This should consider the
advantages of Advice NI’s AIMS and
the Citizens’ Advice CARMA systems
and produce recommendations to
ensure accurate, fully auditable,
information is available. Appropriate
research and specialist support will
be commissioned to take this
forward.
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