2010 CABNZ Annual Report

Transcription

Citizens Advice Bureau NZ
2010 Annual Report
of the Citizens Advice Bureau New Zealand
Ngā Pou Whakawhirinaki o Aotearoa
Citizens Advice Bureau Annual Report 2010
Thank you to all those who have supported the work
0800 367 222 www.cab.org.nz
Thank you
Digital Strategy Programme Partners
New Zealand Federation of Ethnic Councils Inc.
1
President’s Report
Volunteers constitute the cornerstone
of CABNZ. The Board takes this
opportunity to express admiration for
the invaluable contribution so readily
given. In their role as interviewers
in the CAB, they reach out into
communities, they understand the
issues, they are prepared to listen,
share and stand beside people.
Establishing the vision for CABNZ
was supported by volunteers who
contributed to bureau based and
regional discussions, focus groups
designated to consider specific
strands and teams who refined this
input. Throughout this process
CABNZ learnt more about the
invaluable expertise and skill level
of our volunteers and their readiness
to share thinking and ideas.
During 2009/2010 volunteers who
have designated interviewer status
accepted the challenges which arose
from the need to update and cater
for technological advances. What
did this mean for Bureaux? In short
it meant learning. In each Bureau
members designed programmes to
2
President Glenys Ashby
learn to electronically record data
and process information via a new
national IT system. The learning
commenced with members offering
to learn the specifics of the system
and then set up learning situations.
Initial hesitancy was diluted due
to the manner in which members
participated in the transitional stage
in readiness for the new system
now known as CABNET. Volunteers
did not work in isolation but in
There must be someone
who can help me?
CABNZ is dependent upon
interviewers who are prepared
to encompass learning, make
connections and conversations with
clients, strengthen the quality of
service delivery and provide
optional advice.
Prior to making the decision to allot
some personal time to volunteering
for a CAB in New Zealand they
engaged in a variety of work/
community or home situations which
have equipped them with knowledge
and skills. CABNZ is the recipient
of wisdom and experiences that
is a major contributing factor to
developments that are now being
implemented in the organisation.
It will always be the face to face
and ear to ear connections which
will dominate our input into the
fabric of each community. This is
fully supported by volunteers who
wish to ensure people are aware of
their rights, their responsibilities,
and services available and have
support to follow through
the resolution process by
themselves.
“It will always be the face
to face and ear to ear
connections which will
dominate our input into the
fabric of each community.”
CABNZ President
a supportive environment which
strengthened the team aspect.
CABNZ salutes 2681 volunteers
who activate the connection
between our values and
principles and communities
throughout New Zealand.
Glenys Ashby
CABNZ President
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Chief Executive’s
Statement
The past year has seen the Citizens
Advice Bureau take giant steps
towards achieving the goals we
set ourselves to achieve by 2011.
The inspiring thing about this
process is that we developed these
goals collectively and the whole
organisation has worked together
to achieve them. This has involved
extra work by every single person in
the organisation. The achievements I
detail here are truly the achievements
of the entire organisation.
Chief Executive Kerry Dalton
Strategic Goals
Throughout the year, the activities
of CABNZ were guided by the areas
of priority identified under the 2007
– 2011 Citizens Advice Bureaux
Strategic Framework.
1. Technology Developments:
Citizens Advice Bureaux is
enabled by technology to be
at the forefront of promoting
knowledge and understanding.
4
All Citizens Advice Bureaux in NZ
identified that in order to help all
the people that needed our service,
it was vital that we made our
information and our service available
to people on-line. An online survey
of people gave this overwhelming
support.
Bureaux also identified that
technology could significantly
reduce the administration burden
for bureaux, by reducing manual
”The new website and database will take
us into the 21st century with confidence.”
A Bureau Chairperson
The new national IT platform,
cabnet, went live on 1 July 2010.
Cabnet provides one integrated
national database of information,
both community directory
information and legal information
about the range of people’s rights.
Cabnet also provides an electronic
system for entering client enquiry
data into the national system,
which has sophisticated reporting
functions. This enhances our ability
to collect evidence to improve the
policies and procedures that affect
people’s lives, as well as identify
gaps and needs to assist with
service planning.
The smooth transition to cabnet is a
testament to all the preparation that
was done in Bureaux and nationally.
It represents an enormous amount
of work by people in all roles in
the CAB in the last year.
Responsibility was given to CABNZ
to develop and implement a national
IT platform for all Bureaux and a new
website that would provide the
CAB service online.
The shared national intranet
increases the opportunity for
collaboration and shared learning
across all 92 service delivery sites.
This reinforces the emphasis on
consistency of service delivery
and best practice.
processes and duplication. This
would then free up more time and
resources for helping clients and help
Bureaux manage demand.
“The changeover has been
seamless and the system has
functioned without a major hitch
right from the start. It is a credit
to all bureau volunteers and
members.” A Bureau Chairperson
Microsoft donation
In January 2010 Microsoft approved
the donation of software licences
to the value of approximately
$5.5 million. This is the largest
donation of software licences made
by the company in New Zealand
and one of its largest donations
internationally.
5
“Cabnet like any new thing requires a
settling in period. What utterly amazed me
was the ease with which the majority of
volunteers adapted to the new system.”
Training
In September 2009, cabnet
trainers received the first round
of Train the Trainers.
Between March 2 and April 14 2010,
51 CABNZ cabnet training sessions,
involving 397 people from Bureaux,
took place from Invercargill to
Whangarei. This provided training
for bureaux cabnet trainers as well
as Managers/Co-ordinators and
Information Officers. The training
was a significant activity, involving
people from every bureau, supertrainers from our pool of accredited
trainers and National Office staff.
Detailed cabnet manuals were
developed and Bureaux were
provided with these in March.
Between March and July cabnet
trainers trained the volunteers
in their Bureau in the new system
and provided ongoing coaching
and support.
Preparing information for
publishing to the internet
A massive amount of work has been
done by paid staff and volunteers to
ready all of our community directory
information for entering into cabnet
and for publishing to our website.
This involved spring cleaning,
updating and getting permission
from approximately 40,000
organisations and services to put
their information and contact details
onto the web. It also meant tidying
up the information and entering it
into the correct fields
in cabnet.
“The past year has been an extremely
busy one for the Information Team.
It involved checking and updating
every entry on our database and also
gaining permission from those contacts
for their information to be available
on the internet once the new system
goes live.” A Bureau Manager
6
Donated computers
Prior to cabnet going live,
the majority of Bureaux were
provided with refurbished
PC’s and laptops which were
donated by Westpac NZ and
which were all pre-loaded with
software, under the licences
donated by Microsoft. This
has standardised both
computers and operating
programmes within the CAB
nationally.
Redesign of the
category system
We acknowledge the
ongoing funding that we
receive from our funders,
in particular the Lotteries
Grants Board and the
Ministry of Social Development.
However adequate operational
funding for CABNZ continues to
be a major challenge.
2. Funding: Citizens
Advice Bureaux is able
to secure and grow its
services into the future.
“Although there was concern
about the change over it is
pleasing to see the relief our
members have shown as they
have begun to use it.”
2009-2010 saw funding decrease,
as income from Interest and
contributions from Project funding
As part of shifting to a new information
system there was a review and
redesign of the category system
which is the backbone of how we
“In preparation for the launch of cabnet,
store and retrieve information.
a team worked tirelessly to reclassify
This was done by a team of
and relocate all the paper resources
people from Bureaux around
under subject names rather than the
NZ, looking at how to make the
system simpler and easier to use.
old numerical numbering system. The
Changing the category system
result is an easier system for clients
has meant a lot of extra work, as
and volunteers to find information.”
each Bureau has had to change
over their pamphlet displays and
information resources.
7
“All of our volunteers give generously of
their time and energy, without any monetary
reward – only the satisfaction of helping
someone else. That kind of service is the
essence of a healthy, vibrant community.”
decreased. This was managed
primarily by not replacing staff that
left and by assigning core staff to
the delivery of Projects.
However this situation is not
sustainable and increasing funding
and income will be the key priority
for the 2010/2011 year.
This has become an even more
urgent issue as the Ministry of
Education has written advising that
they will not be funding us from 1
July 2010 and Telecom has informed
us that they are no longer going to
be providing $50,000 in sponsorship.
At the same time that funding
has decreased, we have received
significant support in the form of
in kind donations:
8
•
Westpac NZ donated 600
refurbished PC’s and laptops
to the CAB.
•
The software licences donated
by Microsoft had a value of
approximately $5.5 million and
meant that CABNZ has not had to
purchase any software licences,
either for our new national IT
system or for the 600 computers
donated by Westpac NZ.
We thank Microsoft and Westpac for
supporting the commitment of the
CAB to use technology to connect
with more people and ensure that
they get the information and advice
they need.
The funding and in-kind support of
our Digital Strategy Partners has
been a critical investment in the
future of our organisation.
3. Service Development: The
Citizens Advice Bureaux service
is dynamic, innovative and
responsive to community need.
Website
The most significant service
development initiative is the new
CAB website. This website gives
the public direct access to the rich
database of CAB information and
went live in September 2010. It
will also provide a ‘live chat’ option
whereby people can interact directly
with CAB interviewers online.
CABNZ has developed a significant
resource of legal information for the
website and for Bureaux to access
via cabnet.
“The pure gold of our service is
that people can get individualised
personal assistance from our trained
volunteers, as well as information
from our website.”
The website and online
service will increase the
Kerry Dalton, Chief Executive
likelihood of assisting clients
at an earlier stage of their
issue or problem. More people
CAB Language Link
will be able to help themselves
CAB Language Link which provides
by accessing the CAB information
the CAB service in 26 different
online.
languages had been co-located
at the Auckland Regional Migrant
The website complements and
Service for a number of years. This
builds on the strength of our
service shifted to its own premises
face to face service.
in August 2009. This shift was
There are prompts on the search
prompted by the need for more
results to tell people that if they
space, due to the significant growth
need further assistance or if the
of the service. The ongoing success
information isn’t what they need
of this service was recognised by it
to contact a Bureau, come into a
receiving one of the 2010 National
Bureau or chat with a Bureau
Diversity Awards, given by the Human
interviewer online.
Rights Commission. This award is for
outstanding contribution to cultural
diversity and race relations in NZ.
All of this legal information
has been checked by lawyers
working for the law firm
Minter Ellison Rudd Watts,
free of charge.
The pure gold of our service is
that people can get individualised
personal assistance from our trained
volunteers, as well as information
from our website.
This information is written in
simple language and based around
frequently asked questions. It was
informed by Bureaux feedback on
what clients most often needed
to know.
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We acknowledge the funding that
the Department of Labour provides
for this service.
Auckland Super City
CABNZ worked with the Bureaux
coming under the new Auckland
Super City to set up a process
whereby they could work collectively
and collaboratively and respond
to the challenges and changes of
the new structure. After an initial
meeting of all Bureaux in February
2010, The CAB Super City Working
Party was formed and has nominated
representatives from all Bureaux in the
new Auckland Council area, as well
as representatives from CABNZ. The
CAB Super City Working Party has
been having regular meetings since
March 2010.
aspects that didn’t apply to any
other community organisations.
The Commerce Select Committee
has amended the definition of
financial advice to exclude the CAB
service and have specifically stated
this in their Report to the House.
Another area where CABNZ had
significant input was into the review
of legal aid, where CABNZ was
represented by the Chief Executive
on the Reference Group directly
advising Dame Margaret Bazley.
Nationally, the organisation also
made submissions on:
•
The proposed Auckland
Social Policy Forum
•
Review of the Telecommunications
Dispute Resolution Scheme
•
Draft Code of Professional
Conduct for Authorised
Financial Advisers
•
Proposed Changes to Banking
Ombudsman Terms of Reference
•
Proposed Measures for
Credit Reporting
•
Auckland Transitional Authority
Discussion Document on
Local Boards
Social Policy
The most significant advocacy issue
in 2009/10 was in relation to Financial
Advice: The Financial Service
Providers (Pre-Implementation
Adjustments) Bill. CABNZ made
both written and oral submissions
to the Commerce Select Committee.
The universality of the CAB service
meant that we were caught by some
10
“Christmas is normally the time when we receive most of the
enquiries we get about emergency accommodation and these
sorts of enquiries are often because of relationship breakups
where one of the estranged partners has to move out of the
family home. However, we have noticed that now these sorts
of enquiries are coming to us throughout the year because
families are under more financial stress.”
A Bureau Manager
(000)
700
680
660
640
620
600
580
560
540
520
Method of Contact
0
20
09
-1
9
08
-0
8
20
20
07
-0
7
20
06
-0
6
05
-0
5
20
20
04
-0
4
20
03
-0
3
20
02
-0
2
-0
01
20
20
00
-0
1
500
Client Enquiries
Phone
Visit
(000)
400
350
300
250
200
150
100
50
0
2005/06
2006/07
2007/08
2008/09
2009/10
11
“More people seem to be getting into hot water
with their debts more quickly than in the past.
Creditors are becoming less flexible with their
clients by not allowing as much ‘breathing space’
as they used to in terms of the length of time they
allow for people to pay back the money they owe.”
A Bureau Manager
Client Enquiries
In the 2009/10 year we
assisted with 653,628
client enquiries, which
equates to one enquiry
per 11 seconds of the
working week. Face to
face service, where clients
are coming into the
Bureaux is continuing to
outstrip people getting
assistance via the phone.
The Recession
Our service is continuing
to see people hit hard
by the impact of the
recession. Bureaux
are reporting that they
are seeing an increasing
number of people under financial
stress and with complex issues.
4. Marketing and Publicity:
The work of the Citizens
Advice Bureaux is known
and understood in every
New Zealand household.
2009/10 saw CABNZ go through a
process of reviewing and refreshing
the branding of the CAB. This was
12
done within the parameters, set by
the National Board, of not changing
Citizens Advice Bureau as the name
or the manaia as the key symbol of
the organisation. The initial phase of
the branding refresh was carried out
under tight timeframes as it had to
be incorporated into the design
of the website.
This resulted in a modernised logo,
the first time the CAB logo has
been changed in 40 years. This
logo gives equal prominence to
Te Pou Whakawhirinaki o Aotearoa
(name for the Bureaux)
Ngā Pou Whakawhirinaki o Aotearoa
(name for CABNZ)
A Pou Whakawhirinaki is a person
whom one can rely upon when
seeking solace, strength,
assistance and help.
new logo.
Positioning line
A new Māori name
As part of the refresh of branding
undertaken in 2009, the National
Board requested that a Māori name
be identified for the CAB, which
conveyed what the CAB stood for
and did, rather than be a literal
translation of the English name.
A positioning line for the CAB
was developed to celebrate the
accessibility and relevance of the
CAB’s service to everyone.
‘Not Sure? Ask us.’ invites anyone
who is not sure about anything,
whether big or small, to ask us.
It unifies the whole of the CAB with
this consistent key marketing
message.
The new Māori name was approved
by the National Board and is:
the name Citizens Advice Bureau
and the Manaia, each of them
framed by an overlapping speech
bubble. This symbolises the
partnership principle of the Treaty
that the CAB has enshrined in its
constitution. Both Peter Harwood
and Don Solomon who were part
of developing the first CAB logo
and the manaia were part of
the process for redesigning the
The Māori name was identified
for the CAB by Julian Wilcox,
nephew of Peter
Harwood (the
“A lot of people are wanting to
founder of
the first CAB
withdraw their money from the
in NZ).
Kiwisaver scheme just so they can
pay their bills – especially their
power bills.” A Bureau Manager
13
“Working alongside volunteers at the CAB to
assist our community is really an honour. Every
day I witness just how much of a difference the
CAB makes in the lives of so many people.”
A Bureau Manager
Citizens Advice Bureau NZ
– new name for the national
organisation
As part of simplifying and
modernising our branding, the name
of the national organisation has been
changed from the NZ Association of
Citizens Advice Bureaux to Citizens
Advice Bureau NZ.
While it was developed in 2009/10,
the new branding was launched in
conjunction with the new website
on 21 September 2010.
We have developed a marketing
strategy of key messages that
build around the positioning line.
These have been developed in
recognition that while we are a
strong and trusted brand, there is an
opportunity to increase awareness
and appreciation of our services
and the benefits offered to the
community.
14
5. External Relationships:
Citizens Advice Bureau
connect with other bodies and
organisations to create new
opportunites and enhance
effectiveness.
We seek relationships with
organisations who share common
outcomes with us, who will support
our sustainability and respect and
value our independence.
We are fortunate to have established
such relationships with a variety of
funders and supporters at both the
local and national levels within local
Government, central Government, the
community and voluntary sector, and
the private sector.
“The CAB nationally provides valuable assistance
to over 1,500 New Zealanders from all over the
country every day, and we are delighted to be able
to invest in the organisation’s future development
to help it reach its full potential.”
Paul Muckleston, Managing Director of Microsoft NZ
Every part of what we have
achieved this year has been assisted
by others who have shared in the
vision of a CAB properly enabled
by technology.
The development of cabnet and
the new CAB website was made
possible by funding from the
Community Partnership Fund under
the Government’s Digital Strategy
Fund, as well as by funding from the
Ministry of Consumer Affairs. It is
also being supported by donations
and in kind support from our other
Partners: Microsoft, the Inland
Revenue Department, Rural
6. Our Organisation and its
People: Citizens Advice Bureaux
demonstrate the capacity to
be reflective, supportive and
effective in engaging with
our people.
2009/10 saw us successfully
implement the biggest change
process in the history of the
CAB in NZ.
We also have an ongoing relationship
with Datacom, our technology
partner who has worked with us to
ensure that the technology they
built would truly meet our needs.
They took the time to understand
our organisation and adapted to
the challenges of working with a
voluntary sector organisation,
which included gifting of time
and expertise.
Women New Zealand, the NZ
Federation of Multi-Cultural Councils,
the Electoral Enrolment Office, IBM
New Zealand, the Māori Women’s
Welfare League and a donation of
computers from Westpac NZ.
In the past year, new and significant
relationships were formed at the
national level with Microsoft NZ and
Westpac NZ, leading to gifting
worth over $6 million.
It is a testament to everyone that
it has gone so smoothly. But most
of all it speaks volumes about the
commitment and dedication of the
2681 volunteers who deliver the
CAB service to clients.
Each one of these volunteers has had
to learn a completely new system for
finding and retrieving information.
They have each had to make the
shift from a paper based system for
recording client enquiries to entering
them into an electronic system.
15
Additionally they have had to learn
a new category system and many
volunteers put in many extra hours
helping cleanse and update the data
and information in readiness for it
being published to the internet.
And all of this was done while
continuing to deliver, without
interruption, advice and support
to clients.
It has been a year of team work,
determination and sheer grit
at all levels of the organisation and
our success in implementing such
major change truly demonstrates
that as an organisation we are
supportive and effective in
engaging with each other.
The CAB attracts
very special people.
Both paid staff and
volunteers have put in
countless extra hours
this past year.
16
0800 for National Office
support for Bureaux
The change programme being
implemented led to Bureaux
needing more direct support from
National Office to support them
in implementing new processes, in
particular cabnet. National Office
set up an 0800 Helpline so that
there were no barriers to Bureaux
contacting National Office for
support.
This has proved to be a very
successful innovation. It has been
well used by people in different
roles in Bureaux. It has provided
National Office insight into common
issues, which has allowed us to
tailor information and training
“The dedication of the volunteers
continues to amaze and humble
me on a daily basis and I feel
privileged to be part of this
great team of people who are so
highly committed to providing
an excellent service to our
community.” A Bureau Chairperson
“Literally hundreds of extra hours were spent by
volunteers helping out with what ever tasks needed
to be completed. During all the upheaval of the past
year they continued to serve the community in an
effective manner and with a smile.”
New Membership System
During this reporting period, at the
the 2009 National AGM, all Bureaux
voted in a new Membership system
with 10 Membership Principles,
along with compulsory indicators
for each Principle.
effectively. 1040 calls were received
from the middle of June to the
middle of September on this line.
To implement this new system which
was based on an annual self-review
for all Bureaux against the Principles
and indicators, as well as a 3 yearly
external review, a new Membership
Self-review template was sent out
to all Bureau for consultation and
feedback.
With the finalised template, all
Bureaux then conducted a self-review
against the compulsory indicators
of the new Membership Principles.
17
“2010 has seen major changes in our Membership
and Bureau standards and also our information
systems. All these are bedding in successfully
and I would like thank those who put in extra work,
for the huge efforts they have made to ensure
that our team could embrace the new world
of CAB so successfully.” A Bureau Chairperson
These self-reviews
will form the basis of
each Bureau’s annual
plan and Learning and
Development Plan,
as they identify areas
for improvement and
development. This
new Membership
system represents a
shift from compliance reporting to
a focus on development goals.
In 2009/10 the CAB
had 2681 volunteers,
including 275 new
volunteers in training.
18
People have become involved in
this work in different ways such as
through participation in focus groups
and working groups or through
providing input more informally.
Multiple forms of communication
are being used to keep the
wider organisation informed of
progress and to provide ongoing
opportunities for active engagement
in this work.
It has been a watershed year for
the CAB. I want to acknowledge
the huge amount of work and
support from everyone in the
organisation that has gone into
the achievements of the past year.
This is the beginning of an exciting
new era for the CAB in NZ. We are
building on a proud 40 year history
of the CAB developing and making
changes to best meet the needs
of our clients. Citizens Advice Bureau Annual Report 2010
Critical to supporting and valuing
our people has been the creation
of opportunity for involvement of
people throughout the organisation
in the design of new systems.
Conclusion
Ongoing feedback and input
from Bureaux into national
developments
Kerry Dalton
CABNZ Chief Executive
19
Strategic Areas
of Priority
Throughout the year, the
Association’s activities were
guided by the areas of priority
identified under the 2007–2011
Citizens Advice Bureaux
Strategic Framework:
1.Technology Developments:
Citizens Advice Bureaux is
enabled by technology to be
at the forefront of promoting
knowledge and understanding.
2.Funding: Citizens Advice
Bureaux is able to secure and
grow its services into the future.
3.Service Development:
The Citizens Advice Bureaux
service is dynamic, innovative and
responsive to community need.
4.Marketing and Publicity:
The work of the Citizens Advice
Bureaux is known and understood
in every New Zealand household.
20
5.External Relationships:
Citizens Advice Bureaux connect
with other bodies and
organisations to create new
opportunities and enhance
effectiveness.
6.Our Organisation and its
People: Citizens Advice Bureaux
demonstrate the capacity to be
reflective, supportive and effective
in engaging with our people.
Our advice is free.
Not getting it could
cost you though.
Re
De
n al
velo
5. E x t e r
p m en t
6. Our
Org
an
isa
t
2.
F
e
eopl
P
&
g
din
un
n
io
chnology
1. Te
This diagram shows that all six
areas of priority intersect and
cannot be considered in
isolation of each other.
e
lat
sh
rv
ic
i
on
e
3. S
ips
4. M
ark et
li c
ing & Pu b
ity
21
Financial Summary
For the year ended 30 June 2010
Financial Performance
INCOME
Operating Grants
2010
$
2009
$
850,390
832,427
4,117,850
0
Contributions to operating costs from Specified Grants
47,548
139,161
Subscriptions
25,990
25,944
Interest
35,611
82,140
2,507
1,528
5,079,896
1,081,200
799,791
838,868
44,759
58,892
3,167
34,587
Donations
Other Income
TOTAL INCOME
LESS EXPENSES
Administration and Salaries
Training
Membership Standards
4,002,885
18,990
National Board
Information/IT
24,352
31,382
National Meetings
24,105
43,569
Te Roopu Aroha
10,488
11,332
9,296
8,355
151,018
25,644
5,069,861
1,071,619
$10,035
$9,581
228,838
219,257
10,035
9,581
$238,873
$228,838
Publicity
Depreciation
TOTAL EXPENSES
NET SURPLUS/(DEFICIT)
Financial position
ACCUMULATED FUNDS
Balance at beginning of year
Net surplus/(deficit) for the year
TOTAL ACCUMULATED FUNDS
NET ASSETS
Current Assets
758,220
2,025,400
Less Current Liabilities
(208,056)
(270,922)
Income in Advance
(390,886)
(1,553,320)
159,278
201,158
79,595
27,680
$238,873
$228,838
Working Capital
Fixed Assets
22
TOTAL NET ASSETS
Association Personnel
Glenys Ashby
Vice Presidents: Marjorie Roberts, Jill Whitcher
Board members: Pip Anscombe, Kerry Duncan, Gwen Hart, Ellen Kitto
Janet Marsland, June Reidy, Colleen Rogers
In this period the following people worked in the National and Regional Offices:
National Office
Chief Executive
Kerry Dalton
Programme Manager (Digital Strategy)
Diane Edwards (until June 2010)
Finance/Membership Manager
Ken Spencer
National Capability Advisor
Rachael Linkhorn
Training Manager
Margaret Peace
National Information Coordinator
Violet Chong
Administration Manager
Margaret Miller
Office Assistant
Kirsty Squire
Strategic Development Advisor
Andrisha Kambaran (until Nov 2009)
National Communications
and Policy Advisor
Research and Policy Advisor
Andrew Hubbard
Louise May (returned February 2010)
North Region: Liz Smith, Tricia Burns
Waikato/Bay of Plenty: Sheryl Conn
Central Region: Lyndall Simpson South Region: Jannene Johnson
President: 0800 367 222 www.cab.org.nz
National Board
CAB Language Link
Settlement Services Manager
Sherry McKelvie
CAB Language Link Manager
Durga Ray
CAB Language Link Information Officers: 28 Part time officers
Citizens Advice Bureau New Zealand Life Members
Jill Van Angeren
Joan Lardner-Rivlin
Wendy Fletcher
Joan Mattingley
Trish Hanlen
Marilyn Petersen
Margot Hart
Leonie van der Sluis
Ron Horne
Nevill Wilson
Ann Jones
Maureen Toms
23
Citizens Advice
Bureaux Locations
Mid-Northland
Whangarei
Hibiscus Coast
Helensville
Hamilton
Hamilton West
Stratford
Hawera
Wanganui
Levin
Otaki
Kapiti
Porirua
Gore & Districts
Invercargill
& Districts
24
(20 Locations)
Hauraki
Tauranga
Matamata
Cambridge
Whakatane
Tokoroa
Rotorua
Taupo
Taumarunui
New Plymouth
Turangi
Wairoa
Gisborne
Napier
Hastings
Palmerston
North
Central Region
Wairarapa
(22 Locations)
Upper Hutt
Nelson Bays
Marlborough
Westland
North Canterbury
South Canterbury
Alexandra
Thames
Te Aroha
Te Kuiti
(15 Locations)
Queenstown
Waikato /
Bay of Plenty Region
Te Awamutu
Otorohanga
Buller
South Region
(34 Locations)
Wellsford
Dargaville
Avondale
Birkenhead
Browns Bay
CAB Language Link
Central Auckland
Eden/Albert
Glen Eden
Glen Innes
Glenfield
Grey Lynn/Ponsonby
Henderson
Mangere
Manurewa
Massey
Mt Roskill
New Lynn
Onehunga
Otara
Pakuranga Eastern Manukau
Panmure-Ellerslie
Papkura
Papatoetoe
Remuera/Eastern Bays
Takapuna
Waiheke
North Region
North Otago
Dunedin
Christchurch
Christchurch North
Christchurch West
Aro Valley
Central City
Eastern Suburbs
Johnsonville
Lower Hutt
Newtown
Petone
Wellington West

2010 CABNZ Annual Report

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