Bradford District Community Advice Network (CAN)

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1 Bradford District Community Advice Network (CAN) March 2015 Nick Hodgkinson, Project Co-ordinator

2 The CAN in a nutshell registered charity, association CIO since Oct 2014, with organisational (not individual) members 33 local charity members, all have free, independent, impartial, confidential advice and information services provide advice across Bradford district, about benefits & tax credits, debt, housing, employment rights, immigration, consumer and related issues 21 full members have national advice quality mark core local funding requirement (12 associate members do not) full members elect 15 person Trustee Board annually, meets monthly, discuss strategic & operational issues

3 What CAN advice services collectively deliver Problems dealt with by BMDC funded advice services increased from 2012/13 to 2013/14: unique clients up by 7%, from 26,331 to 28,112 all problems up by 8%, from 52,691 to 56,872 benefit & debt problems up by 11%, from 38,450 to 42,740 total client debt handled by advisers up by 25%, from 24,663,875 to 30,932,500 total annualised income gained for clients by advisers up by 7%, from 19,069,278 to 20,430,980

4 A bit of history 1990s: Advice Centres Support Group, informal peer to peer support, operational focus, supported by Bradford Resource Centre Early 2000s: advice centres grown, more professional, national government policy for Community Legal Advice Service Partnerships (CLASP) and quality mark 2003: Advice Network & Training Partnership founded as charitable association (similar to present) : ANTP elect reps to CLASP Board for strategic liaison with Council/NHS; BMDC commissioning process

5 Lottery funding and practical partnership work ANTP/CAN succeeded in winning Lottery funds: : training people to become advice workers : external networking, liaison & campaigning, CPD adviser training, new quality assurance systems, informal information sharing by : external networking, liaison, campaigning and collaboration, agency collaboration, training new advisers, new website, new electronic systems, CAN newsletter CAN staff support + practical joint work among agencies

6 Bringing internal stakeholders together CAN members are diverse & independent, with strong identities, specialist expertise & specific clients, past competition for local funds: create opportunities to meet, talk and work together key to building trust for more formal partnerships create larger entity ( brand ) where all feel comfortable belonging willing/proud to share a common identity deliver practical results by working collaboratively would not have happened if worked separately acknowledge real differences as well as commonalities easier if built trust on less significant issues

7 How CAN supports its members Lottery funding has made a BIG difference to CAN : operational: new shared case recording & monitoring system, weekly members newsletter, shared adviser training, collective website and publicity material, Warm Homes Fuel Debt Fund for clients of CAN members strategic: conversations at Board meetings and workshops on consortia; sharing information gained from external networking; communicating views to external stakeholders; single point of contact for local advice sector; horizon scanning and positioning for future challenges and opportunities

8 Engaging with external stakeholders Statutory funders, other local & national services, politicians, local & national VCS organisations: speak up for our clients rights collective advocacy offer experience and expertise about clients and service area we know at least as much (or more) than you! show where we can solve shared problems or help to achieve shared goals give information & ideas write articles & briefings; deliver training; seek & accept referrals; share practical resources; propose solutions identify key individuals and boards, go to lots (and lots) of meetings give the network a voice and a face

9 Cometh the hour, cometh the network Scary events & drivers also bring opportunities: 2003: formation of local CLASP Board (funder liaison body) gave opportunity to influence strategic thinking 2004: BMDC funding requirement for advice quality mark gave opportunity to define the local market of suppliers 2007: national government focus on financial inclusion gave opportunity to highlight role of local debt advice services 2010: national government welfare reform agenda gave opportunity to influence local strategic response and work with partners to mitigate impacts on local people

10 Co-designing the local advice sector BMDC evaluated services in 2014 chance to show: need, supply, gaps, priorities, what works here/elsewhere we are willing and able to engage in change CAN board formally asked to help re-shape the sector: consider Council evaluation report, offer feedback on conclusions and help to refine proposals sector-wide or smaller discussions re optimum service shape among ourselves and with commissioners review output monitoring and impact measurements

11 What happens next? Commissioning process autumn new services Apr 16 don t yet know shape or size but planning assumption is much more formal collaboration in service delivery hold consortia discussions among members using external no vested interest facilitators known unknowns BMDC priorities, how many BMDC contracts, how much overall BMDC funding, agencies form lead & sub-contract or SPV consortia arrangements decide who you want to work with, how you want to relate to each other and make flexible plans

12 How to find self help information online For people with access to the internet and skills & self confidence to use it wealth of reliable information online independent national advice services plus local and national government departments direct links provided on:

13 Where to get local advice Search for free, independent, confidential, impartial and quality assured local and national advice services: Ring for self help information and signposting to local and national advice services:

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