Yare Valley & District Citizens Advice Bureau

Chief Executive Officer (CEO) Recruitment Pack

Instructions

The separate application form (CEO Yare Valley CEO Application Form) should be completed using Microsoft Word and saved as a 2003 Word Document. See also detailed instructions on the application form.

Please E Mail the completed form to by 17:30 on Friday 7th May 2010. If you wish, you may submit your CV in support, but if the application form has not been fully completed, we will not consider you for shortlisting.

The person specification lists the minimum requirements for thispost. When shortlisting the selection panel will only considerthe information contained in your application form and will assess thisagainst the person specification.

The selection panel cannot make assumptions about the nature of thework you have done or your experience from a list of job titles. It istherefore important that you use the space provided to demonstrate howyou meet the requirements. Paid and voluntary work are not the onlyexperiences worth quoting. Other life experiences and skills may be justas valid.

If you are shortlisted and asked to attend the assessment day (Thursday 27th May 2010), the selection panel will ask youquestions based on the person specification which will cover the areas inmore detail.

Contents

CAB BackgroundPages 2-3

Yare Valley CAB BackgroundPages 4-5

Role PurposePage3 6-7

Person SpecificationPage 8

Summary Conditions of ServicePage 9

Background information on the CAB Service

The Citizens Advice service is 70 years old. Citizens Advice Bureaux started life as anemergency war service. World War II was declared on 3 September 1939 and the first 200bureaux opened their doors the very next day. We are now the UK’s largest advice provider,with nearly half of the population using our service at some point in their lives. We provideface-to-face services in over 3,200 locations including the high street, community centres,health settings, courts and prisons. Of the 27,000 people who work across the Citizens Adviceservice, 21,000 of them are volunteers and 6,000 are paid staff. What they all share incommon is being highly trained and passionate about getting justice for their clients.

Our aims and principles

The Citizens Advice service provides free, independent, confidential and impartial advice toeveryone on their rights and responsibilities. It values diversity, promotes equality andchallenges discrimination. Its aims are to provide the advice people need for the problemsthey face and to exercise influence on the development of the policies and practices that affectpeople’s lives.

What we do

The Citizens Advice service helps people resolve their problems. As the UK’s largest adviceprovider we are equipped to deal with any issue, from anyone, spanning debt and employmentto housing and immigration plus everything in between. In the last year alone, the Citizens Advice servicehelped 1.9 million people to solve 6 million problems. These included 1.9 million debtproblems, 1.7 million problems with benefits and tax credits, and 0.6 million employmentproblems. CAB advisers can write letters and make phone calls to serviceproviders on theirclients’ behalf. They can help people prioritise debts and negotiate with creditors. They canalso refer clients to specialist case workers, who are able to represent people at court andtribunals.

But we’re not just here for times of crisis – we also use our clients’ stories anonymously tocampaign for policy changes that benefit millions, often without them even realising. Thisinvolves publishing evidence reports, responding to consultations, giving evidence to select committees and providing parliamentary briefings for MPs and Welsh Assembly Members.By campaigning for change we improve the lives of everyone, including those who have never used a CAB. Working with government, companies, regulators, trade associations and consumer groups,our policy teams have secured many changes this year, including:

  • Government focus on the take-up of benefits by low income households.
  • Changes in the rules on earnings for people on employment and support allowance(ESA).
  • Changes to support for mortgage interest (SMI) which will make it a more effectivesafety net against repossession for mortgage arrears.
  • Regulation of sale and rent back agreements.
  • A joint protocol with the Local Government Association (LGA) on best practice incollection and enforcement of council tax arrears.
  • The introduction of state-led enforcement for Employment Tribunal awards.
  • Increases to Warm Front grants to cover the full cost of energy efficiency measures.
  • Provision in the Equality Bill against multiple discrimination.
  • Government regulation to allow tenants two months to find a new home if theirlandlord is repossessed for mortgage arrears.
  • Government regulation of letting agents.

How we’re structured behind the scenes

There are 416 Citizens Advice Bureaux across England and Wales, all of which areindependent registered charities. The central Citizens Advice organisation (Citizens Advice) is also an independent registeredcharity, as well as being the membership/regulatory organisation for the individual bureaux. Together we make up theCitizens Advice service. Through the training, information systems and support it provides,Citizens Advice equips bureaux to deliver the highest quality advice to their local residents. Inturn, client evidence submitted by bureaux alerts Citizens Advice to widespread problems thatrequire action at a national level.

How we’re funded

Theincome of all the Citizens Advice Bureaux totalled £153 million in 2008/09. Local Bureaux receive money from local authorities (the main source of funding), the LegalServices Commission, Lottery funds, Primary Care Trusts, charitable trusts, companies andindividuals.

Citizens Advice service equality and diversity strategy 2008 - 2011 - FAIR

The FAIR strategy aims to:

  • develop and deliver discrimination advice services, from first point of contact toresolution, in partnership with others to make equality and diversity part of all we do.

To achieve those aims, its three priorities for action are to:

  • increase the availability and quality of discrimination advice and policy work
  • diversify our trustee boards and management, and increase their knowledge ofequality, diversity and human rights issues
  • develop a common understanding of greatest need and ensure this informs service andpolicy planning and delivery

The FAIR strategy applies to the work of bureaux and Citizens Advice in England and Wales.

From 2009 as part of our commitment to good practice we will publish an annual equalityscheme explaining what each part of Citizens Advice will do to implement FAIR. We willreport on progress each year.

Yare Valley CAB Background

The bureau is a member of Citizens Advice, the national umbrella orgranisation for CAB. YareValley & District CAB was created in 2008 as a result of a merger between the Wymondham & Attleborough CAB with the Great Yarmouth CAB.

The Bureau now covers three very individual areas – the market towns of Wymondham and Attleborough and the large seaside resort of Great Yarmouth – which face very different challenges. The rural areas between these towns have their own issues, including poor transport links, and no or limited services in the villages.

Yare Valley CAB has close relationships with the four other bureaux in Norfolk and plays a constructive and proactive role in the Norfolk CABx Network. It works closely with Citizens Advice, the membership organisation for CABx, and is often at the forefront in piloting Citizens Advice initiatives.

New to Norfolk?

See the following websites toget an idea of the locality.

Information on the Norfolk County Counciljobs site about living in Norfolk

Your Norfolk residents magazine

Norfolk tourism site

The Bureau

Yare Valley CAB has 96 staff, of whom 20 are paid, the rest volunteers.

In the year to end March 2010, over 22,000 contacts were made, with and on behalf of clients to address their problems.

Bureau premises in all three locations are DDA compliant and in Great Yarmouth and Wymondham provide office space for case workers. The new CEO could be based in either location, but would have to travel to the other site.

Future Plans

  • Adapting to changing client needs during a period of change in local authorities (possible unitary authorities in Norfolk); cost squeeze and other economic challenges (which are impacting employers, landlords and local government).
  • The bureau has been accepted by Citizens Advice as one of the 100 bureaux to trial a single national telephone number to allow clients to access the service more easily.
  • YareValley is enthusiastic for the establishment of a consortium of Norfolk CABx and as a first consortium project to set up a county-wide virtual call centre to improve access to advice, particularly for those at work during the day or living in rural areas with poor transport links.
  • Gateway (triage) has been introduced in the Great Yarmouth bureau and will shortly be run out across all three sites.
  • A bid has been submitted to the Legal Services Commission, in partnership with Norwich CAB and Shelter to provide legal advice for clients with debt, housing, employment and benefits problems from the Great Yarmouth and rural Norfolk areas.
  • Refurbishment to create an additional three interview rooms will shortly begin in the Great Yarmouth office.

Opening hours

  • Great YarmouthMonday – Thursday 9.30 – 12 noon and for appointments in the afternoon and on Fridays
  • Attleborough Tuesday and Thursday 10.00 – 16.00
  • Wymondham Monday 9.30 – 15.30, Wednesday 9.30 – 18.30, Friday 10.00 – 15.00, and for appointments on Tuesdays and Thursdays.

In addition the Yare Valley CAB provides an outreach service in Gorleston, near Great Yarmouth.

Finance

The turnover of the bureau is more than £395,000.

The bureau receives financial support from Norfolk County Council, South Norfolk Council, Breckland Council and Great Yarmouth Borough Council as well as many parish and town councils. The bureau has excellent relationships with stakeholders and local authorities and places high importance on maintaining and strengthening these connections.

The bureau has contracts to run the following contracts (projects) generating a total income of over £223,000:

  • The Legal Services Commission to help clients with debt or employment problems
  • Macmillan Cancer Support (jointly with Diss and Thetford CAB) to provide benefits advice for cancer sufferers and their carers
  • Youthnet – to provide email advice for young people via thesite.org website
  • Mumsnet – to provide email advice for parents via the mumsnet website
  • Financial Inclusion Fund to provide debt advice for financially vulnerable adults
  • East of England Development Agency – to provide financial literacy training
  • Equalities and Human Rights Commission – to provide advice for those who are discriminated against in their employment
  • Citizens Advice Additional Hours – to increase advice available and the number of clients advised

Governance & Quality Assurance

The Bureau is governed by a 12 member Trustee Board that meets quarterly. A smaller group of Trustees meets regularly with the Chief Executive to resolve issues of immediate concern and provide support for the Chief Executive. These meetings take place in the evening, as many Trustees have ‘day jobs’ or other commitments.

Work for clients is subject to audit by Citizens Advice. In 2009 the bureau achieved a strong assessment for quality and organisational performance.

Role purpose:

To lead and develop a vibrant and sustainable Bureau, by inspiring our volunteers and staff, by taking responsibility for our work and promoting the Bureau to its users, stakeholders and future funders.

It is the overall task of the CEO to develop, coordinate and manage the provision of a comprehensive advice service across the defined area of benefit. A significant component of the role will be to assist the Trustee Board in the development of a strategic business plan, together with a programme of implementation which takes account of changing political and financial environments. The CEO is accountable to the Trustee Board.

Managing the Job - Key work areas and tasks:

  1. Taking responsibility for the overall management and delivery of the Bureau’s Business and Development Plan (as required by Citizens Advice).
  2. Developing an implementation plan which sets out:
  • The processes and the sequence of tasks and timescales needed to achieve the objectives of the development plan;
  • A detailed analysis of the tasks that must be undertaken;
  • The clear identification of the individuals accountable for undertaking each of the activities;
  • A timetable showing when tasks must be undertaken and when progress should be reviewed;
  • An accurate assessment of the resources that will be needed;
  • Translates the implementation plan into team/individual objectives, with clear targets.
  1. Developing significant and constructive working partnerships across a wide range of organisational and professional boundaries.
  2. Reviewing performance through establishing performance criteria and measuring results including outcomes for clients.
  3. Promote the CAB via effective relations with the media and community organisations. Develop effective relations with appropriate authorities, agencies, organisations and individuals at local and national levels, including Councillors, MPs, MEPs and local and national statutory and non-statutory organisations.
  4. Income generation – securing financial resources in line with the Bureau’s strategic development plan from both statutory and non-statutory sources. Negotiate and agree grants and service agreements. Maintain appropriate relations with funders, comply with contracts and reporting.
  5. Budget control - maintaining day-to-day financial control within agreed parameters. Ensure the appropriate financial regulations and controls are in place, prepare budgets and forecasts.
  6. Quality management - identifying quality standards and devising strategies for measuring the quality of service to comply with Citizens Advice guidelines.
  7. Resource management - forecasting future requirements, planning, resource allocation and negotiating.
  8. Communication and information - developing and establishing information systems.
  9. Contract management - specifying requirements, monitoring the Bureau’s performance, ensuring contracts are delivered to specified requirements.
  10. Ensuring that Trustee Board are provided with appropriate management and other information relating to the Bureau’s progress in achieving objectives in all areas. Attend the Trustee Board and other meetings, advise on staffing, service issues and compliance matters. Report on progress against the business plan and draft the Annual Report.
  11. Participate in Citizens Advice initiatives and contribute to the work of national and regional committees and working parties.

Management and Development of Staff - Key tasks:

  1. Leadership and motivation - to inspire staff to be creative and to achieve the aims and objectives of the bureau.
  2. Recruiting and selecting staff in conjunction with appropriate Trustees. Assist in the development of selection criteria and interviewing techniques and processes
  3. Setting targets and appraising performance for both individuals and for staff groups. Identify the training and development needs of individuals and staff groups.
  4. Ensuring all management systems including human resources and IT are effective, reviewed regularly and improved where necessary.
  5. Supervising staff and volunteers, holding appropriate meetings and managing poor performance.
  6. Developing staff (training and coaching).
  7. Ensure that standards of service delivery are met and that appropriate systems are in place for staff supervision, case recording, statistics, follow up work and quality control.
  8. Establish a structure of meetings which underpin the day-to-day operation of the service.
  9. Handling conflict - identifying and minimising interpersonal and interdepartmental conflict
  10. Problem solving and decision-making.
  11. Communications: ensuring effective communication channels are in place throughout the organisation which are informing, briefing, influencing and interpreting.
  12. Establishing and maintaining a safe and healthy working environment function as Health and Safety Officer.

Managing Service Development - Key tasks:

  1. Input into the development of service strategies.
  2. Managing organisational change through the development of structures, systems and procedures and through the development of change management programmes for staff.
  3. Promote Equality & Divrsity through advancing relevant policies, practices and appropriate attitudes
  4. Put clients first and be responsive to changing demands and trends.
  5. Establish, maintain and monitor complaints procedures in accordance with Citizens Advice requirements
  6. Marketing - actively establishing clients’ needs and gearing service to meet them.
  7. Political awareness - developing the ability to understand how political environment impacts on procuring contracts and funding and on service delivery.
  8. Working with and through other agencies.
  9. Promoting the service through establishing and maintaining effective relationships with the Trustee Board and sub committees.

Undertake such other duties as may lie within the scope of this post to ensure the effective delivery and development of the service.

Person Specification

Qualifications

No specific, formal qualifications are required.

Knowledge

  • Knowledge of the strategic and policy environment in which the advice sector operates.
  • Broad understanding of the administration of public and legal services, including an understanding of commissioning.

Experience

  • Experience of financial planning, and budget management with the ability to understand and interpret financial information
  • Developing quality standards and monitoring service delivery against agreed targets.
  • Human resource management including recruitment, training and development, and motivation, particularly in the voluntary sector.
  • Managing complex services and projects.

Skills

  • Ability to develop capabilities and motivate staff and volunteers to successfully deliver the aims and objectives of the organisation.
  • Managing performance, ability to guide others in reaching goals and fostering trust and dialogue to enhance performance.
  • Ability to devise and implement strategic development and resource plans, particularly in the areas of service development, staff development and the management of change.
  • Ability to communicate effectively and to promote the bureau.
  • Ability to undertake research and interpret complex information and produce clear verbal and written reports.
  • Ability to lead a multi-site team.
  • Ability to prioritise work; to identify and develop ideas and opportunities; to delegate effectively; handle pressure and take day-to-day decisions on the running of the organisation.

Personal Qualities