Overview

I worked with Citizens Advice services to strengthen their structure, modernise delivery, and build a more sustainable model in a high-demand environment.

The situation

Advice services were operating under significant pressure — rising demand, increasingly complex client needs, and ongoing funding uncertainty.

Support was delivered primarily through face-to-face, drop-in sessions. There was no appointment system, and no digital or telephone access in what was becoming a “digital-first” landscape.

At the same time, welfare reform — particularly the rollout of Universal Credit — created both an opportunity and a challenge. Demand for support was increasing, but services needed to adapt quickly to respond.

I worked with Glasgow North West Citizens Advice Bureau to help them rethink how services were structured, delivered, and sustained — while continuing to support people at the frontline.

What I did

I led a full review of the organisation’s position and supported strategic decision-making around core service design.

As CEO, I worked with the board, staff, volunteers and partners to:

• Redesign service delivery — introducing telephone, webchat and email advice alongside face-to-face support
• Introduce structured access routes — including an appointment system to replace unmanaged drop-ins
• Develop digital self-service tools — improving access to information and reducing pressure on frontline teams
• Align services with local need and national policy — particularly around welfare reform and Universal Credit
• Strengthen governance and financial oversight — including business planning, KPIs, and establishing a Finance, Risk and Audit Committee
• Diversify and grow income — increasing funding to £1m per year

Alongside this, I worked closely with the leadership team to ensure strategy and day-to-day delivery were aligned — grounding decisions in the reality of frontline services.

The outcome

The organisation moved from a reactive, high-pressure model to a more structured and sustainable service.

• Services became more accessible, with multiple ways for people to get advice
• Appointment systems reduced waiting times and improved the client experience
• Staff and volunteers were able to work more effectively within clearer systems
• Governance and financial planning were significantly strengthened
• The bureau generated over £7m in financial gains for the local community, delivering a social return of £7 for every £1 invested

Overall, the organisation was better equipped to make clear decisions about its future — with stronger foundations linking strategy, funding and delivery.