Addendum Agenda of Puketāpapa Local Board

Puketāpapa Local Board

16 November 2017

Input to the Review of Citizens Advice Bureaux services

File No.: CP2017/24006

Purpose

1. To seek local board feedback on the draft options for supporting the future provision of Citizens Advice Bureaux services to Auckland’s communities.

Executive summary

2. Auckland Council is reviewing Citizens Advice Bureaux services in Auckland following a resolution by the Regional Strategy and Policy Committee in April 2016.

3. The review will determine the appropriate level of Auckland Council support for Citizens Advice Bureaux services from 2018/2019 onwards.

4. Thirty-one Citizens Advice Bureaux operate in the Auckland region.

5. Auckland Council fund Auckland Citizens Advice Bureaux Incorporated $1.839 million a year which then distributes the funds to bureaux.

6. Local boards have provided input to the review on the local relationships, services and funding. Staff have developed draft options to address the issues and opportunities raised.

The options are in the table below:

Option 1: Enhanced status quo	Enhancements are a refined funding model, reporting improvements and strengthened local relationships
Option 2: Locally driven	Transfers responsibility for existing budget to local boards
Option 3: Regional service provision	Collective review of funding levels and number and location of service sites

7. Staff consider Option 3 to be the best option to achieve consistent regional service delivery. If CABx and CABNZ do not agree with Option 3, then Option 1 provides for greater consistency of service delivery than Option 2.

8. Staff will incorporate feedback from local boards on the draft options in to the review findings to be reported to the Environment and Community Committee in early 2018.

Recommendation/s

That the Puketāpapa Local Board:

a) provide feedback on the draft options for supporting the future provision of Citizens Advice Bureaux services to Auckland’s communities by 1 December 2017.

Comments

Background

9. On 7 April 2016 the Regional Strategy and Policy Committee resolved to:

“seek information from staff regarding a review of the service after consultation with the 21 local boards on the issues raised by the Māngere-Ōtāhuhu Local Board regarding Auckland Citizens Advice Bureaux Incorporated (ACABx) funding, to achieve greater equity and fairness, taking into consideration social issues in local communities across Auckland.” (REG/2016/22)

10. The review scope includes:

· alignment to council policy, strategic priorities, local board plans and policies

· equitable service provision – Aucklanders having access to the services they need across the region, responding to growth and change in Auckland’s communities

· equity of funding for bureaux across Auckland – the basis for how funding is distributed

· how Auckland Council interacts and engages with bureaux across Auckland

· communicating the impact and value of Citizens Advice Bureaux (CAB) services

· council’s governance needs and role with regard to reporting and accountability.

11. Since 2013 Auckland Citizens Advice Bureaux Incorporated (ACABx), a board made up of representatives from across Auckland bureaux, has been distributing the council funding to bureaux using a population-based funding model which replaced previous funding arrangements by legacy councils.

12. ACABx received $1.839 million for 2017/2018, which includes an annual inflation provision. This expenditure is included in the Long-term Plan 2015-2025.

13. Some local boards provide funding to their local bureaux in addition to the core funding allocated through ACABx. Local boards provide support to CAB through accommodation as the majority of bureaux are located in council facilities.

14. ACABx distributes funds to local CAB so that communities are provided with access to information, advice, referral and client advocacy services.

Current Auckland CAB services and alignment with local board plans and council strategies

15. Currently there are 31 Auckland CAB sites in 18 local board areas, with over 900 trained volunteers fielding approximately 300,000 enquiries per annum; 75% of the service is delivered face-to-face.

16. Support for CAB services aligns with the following:

· local board plan outcomes, such as connected communities, employment and housing

· Auckland Plan (strategic direction one): to create a strong, inclusive and equitable society that ensures opportunity for all Aucklanders

· Empowered Communities Approach, where individuals, whānau and communities have the power and ability to influence decisions.

17. The first annual review of the Auckland Council-ACABx Strategic Relationship Agreement (2016-2018) noted the following achievements and issues:

· agreed relationship principles, established a governing group and secured CAB New Zealand (CABNZ) involvement to support the relationship

· work is still in progress to improve measurement and the CAB reporting model

· both parties acknowledged that the current arrangements limit the collective ability to achieve regional level change, including closure, rationalisation or new sites and influencing local service provision

· currently ACABx will not address the overall number and location of service sites operated by member bureaux, which is based on legacy council models. They will not consider opening new sites unless there is an increase in the overall funding envelope. Based on current information shared by CAB it is difficult to determine the value of the service in order for the council to review its funding commitment.

The review of CAB Services in Auckland

18. Local boards provided input to the review during July and August 2017. A comprehensive information pack was provided to resource and support their input. The full summary of local board input is provided in Attachment A.

19. Feedback from boards highlighted what is working well:

· Most boards consider the services are of high value to the community.

· Leverage of council funding as services are delivered by well trained, approachable, multi-lingual and knowledgeable volunteers.

· Connecting people with information and services otherwise out of reach, especially for migrants, older people, international students and lower socioeconomic groups.

20. The review has identified a number of issues, including:

· Inequity in funding of bureaux and service provision across the region – service needs to be responsive to growth and community need.

· The need for better connections between local boards and bureaux to support improved two-way communication.

· The need for bureau data and information on trends and emerging issues at regional and site level.

· Future service sustainability, including awareness of service and better outreach to targeted groups that currently are under-represented as users (e.g. Māori, some migrant groups, young people, rural communities).

21. Some local boards have raised deprivation as a factor that should be taken into account in allocating funding to bureaux. These boards consider that areas of high deprivation should get more funding as there is increased and more complex need. Further investigation is needed and staff are seeking evidence from CAB on what they deliver and from which sites, and where their clients live before deprivation can be considered within the funding model.

Draft options for feedback

22. Three draft options have been developed that respond to the issues and opportunities raised by local boards and the review of the Strategic Relationship Agreement.

Table 1: Review of CAB services: Draft options

Option

Description

Pros

Cons

Implementation

Option 1: Enhanced status quo

· Overall funding envelope unchanged

· Governing Body remains the decision maker for funding

· Council has funding agreement with ACABx

· The funding agreement includes:

- A review of the population-based funding model with up-to-date local board population estimates, current CAB sites and exploring the use of deprivation as a proxy for need

- Improved reporting with consistent trend information at regional and site level

- A local relationship framework developed to support strengthened and more strategic relationships between local boards and bureaux

· Valued community service is maintained

· Continued contribution to regional strategies and improved contribution to local board plan outcomes

· Updated funding model to include some aspects of need, including population growth and potentially deprivation

· Improved reporting on the use and value of the service regionally and locally (who is using the service, why and where)

· Community intelligence is shared to support local decision making and advocacy

· Efficient bulk funding model because Governing Body would allocate bulk funding to ACABx to distribute to the bureaux

· No change to the fixed funding envelope

· Does not address the overall number and location of service sites or opening of new sites in high growth areas

· No strategic approach to the region’s service needs

· Does not address that some local boards are providing additional funding for bureau services from LDI budgets

· Does not address the CAB as a largely passive service with limited resources to undertake outreach to vulnerable groups that are currently underrepresented as users

· Does not address responsiveness of the service to changing demographics and evolving community needs

· Could be implemented for 2018/2019 with a two-year funding agreement (July 2018 - June 2020)

· This is the most achievable of the options

Option 2: Locally driven

· CAB operates as a local service rather than a regional service

· Governing Body transfers responsibility for existing budget to local boards. Locally driven initiatives (LDI) budgets adjusted accordingly

· It would be up to each local board to decide if local bureaux are funded and to what level. From the bureaux perspective, their funding agreement would be with Auckland Council instead of ACABx

· Local boards govern the relationship with bureaux

· The funding agreement includes:

- Meeting local board priorities

- Improved reporting and local relationship framework as under Option 1

· Opportunity to strengthen alignment of bureaux services with local board plan outcomes and with other local community services

· Local boards and bureaux work together to respond to growth and local changes

· Council funding of the service can be more responsive to local need, e.g. seek rationalisation of bureau sites at a local or cluster level, outreach to vulnerable groups that are currently underrepresented as users

· Boards can direct funding to providers best placed to serve the local community

· Improved reporting on the use and value of the service regionally and locally (who is using the service, why and where)

· Community intelligence is shared to support local decision making and advocacy

· The fixed funding envelope constrains the ability to open new sites

· No strategic approach to the region’s service needs

· Significantly higher administrative burden on CAB which will need to seek local board support for funding arrangements

· Would require increased dedicated resource from council (Community Empowerment Unit) to administer multiple funding agreements and accountability reports

· Could be implemented for 2018/2019

· Funding could be ring fenced for the 2018/2019 during phased implementation

· From 2019-2021, local boards could fund on an annual or multi-year basis and could also fund on a local board cluster basis

· This option is achievable but would require significant change for bureaux and local boards

Option 3: Regional service provision

· Assessment undertaken to understand the value of the service which would also determine the appropriate level of Auckland Council support required

· This option requires active participation from CABNZ and Auckland bureaux

· Regional Network Provision Framework developed by council, CABNZ and bureaux that reviews the location of bureau sites across the region to address service gaps and opportunities around accommodation

· Could also include potential for a single CAB entity for whole of Auckland with a mandate to develop the service regionally – requires major constitutional change for bureaux

· Comprehensive review of the CAB service going forward and role for Auckland Council in supporting the service

· Only option that allows for a review of the level of council funding for the service

· Strengthened contribution to regional strategies and local board plan outcomes

· Only option that would be able to comprehensively address the overall number and location of service sites, including new sites

· Strategic approach to the region’s service needs and addresses responsiveness of local service delivery

· Requires significant commitment and change from a volunteer-based organisation

· Relies on substantial council involvement and increased dedicated resource

· The new approach would be developed during 2018/19 and implemented in 2019/2020

· Enhanced status quo would apply in 2018/2019

· This option is the most difficult to achieve and would require long term commitment from all parties and council resourcing to implement

23. Overall Option 3: Regional service provision provides the most likelihood of achieving regional consistency of service delivery to meet changing community need and for this reason staff consider this to be the best option. However, without the agreement of the CABx and CABNZ Option 3 is not achievable. Discussions between council staff, the ACABx board and CABNZ are still ongoing.

24. If Option 3 is not achievable Option 1: Enhanced status quo will provide for greater consistency of service delivery than Option 2: Locally driven.

Consideration

Local board views and implications

25. Local boards have detailed knowledge of both local bureau delivery and of their local communities’ needs. Boards have provided input to the review on their relationship with the local bureau, services and funding, indicating that for most boards there is good alignment of the CAB services with local board plan outcomes.

26. Staff have developed draft options that respond to the issues and opportunities raised by local boards and are seeking feedback on these options.

27. Under Option 1 (Enhanced status quo) the funding model is reviewed and an improved local relationship framework would be available to support reporting and discussions between boards and bureaux. Under Option 2 (Locally driven), boards would take on responsibility for funding local bureaux. Under Option 3 (Regional service provision) a fuller assessment would be undertaken with board involvement to determine a new approach for future CAB service provision across the region.

Māori impact statement

28. For 2016/2017, Māori users of CAB services comprised between 2.5% of users in the central Auckland/Waiheke cluster to 13.2% in south/east Auckland cluster (Source: ACABx Accountability Report to Auckland Council July 2016-June 2017).

29. Options 2 and 3 are more likely to improve Māori engagement with CAB services as they would support more responsive local service provision.

Implementation

30. Staff request local boards provide feedback on the draft options by 1 December 2017. Staff will incorporate this feedback in to the review findings which will be reported to the Environment and Community Committee in early 2018.

Attachments