APPENDIX H

Resident and Community Involvement Strategy Foreword

We are delighted that the new Resident and Community involvement strategy will provide a key element in Tenant and Leasehold participation in the future. The strategy will allow Tenants and Leaseholders to get involved in their communities at a level for which they feel comfortable.

Involvement will focus on making sure our estates are good places for everyone. At the highest-level, tenants will focus on the strategy and policy issues which will make a difference for all tenants on the city with the overarching aim to improve outcomes for tenants.

At grass roots level it will ensure that operational issues like cleaning of blocks, anti-social behaviour, community and environmental issues are tackled and delivered by GCH, the Council and other agencies.

Tenants will be at the heart of what we do, shaping and influencing service delivery and performance. They will play a major part in the community and will work with other partners and agencies to develop improved neighbourhoods and successful sustainable communities.

Building sustainable and cohesive communities by ensuring all interests are heard, by including hard to reach groups, minority groups and by building a consensus between conflicting views at or interests at neighbourhood level is a key aim of our strategy.

Gary Slatter Ashley Green David Clegg Chair Tenants Chief Executive Chief Executive Forum Gloucester City Gloucester City Homes Council

Date of Issue: 01-09-2006 Revised: 01-10-2006

1 1. Executive Summary

Our vision is to develop a neighbourhood approach to resident involvement as a key contribution to Neighbourhood working in line with the Council’s Community Strategy aiming to “Create a fair, just and thriving community in Gloucester where no one is disadvantaged”.

Our aim is to make sure our estates are good places for everyone.

We will review opportunities for the regeneration of our estates, identifying options for remodelling properties and re-build. Our vision is to breakdown segregated communities and the “fear of difference”.

Resident involvement will be based on what our customers feel comfortable with in terms of participation and input. We recognise that some residents do not want to be involved in strategic or policy issues, but may wish to be involved in community issues affecting their property or their community.

Involvement will focus on strategy and policy, operational activities, including estate management issues like cleaning of blocks, anti-social behaviour and environmental issues. In addition Tenants will be able to shape and influence service delivery and performance.

Importantly, Tenants will play a major part in the community and will work with other partners and agencies to develop improved neighbourhoods and successful sustainable communities.

2 2. Introduction: Tenants Forum agreed a new strategy on the 26th September 2005 for future tenant and resident involvement linked to the Gloucester Partnership - Strategy for Neighbourhood Working 2005

The summary and key recommendations of the Neighbourhood working strategy is to:

 Increase community involvement  Strengthen local democracy  Improve public services  Deliver neighbourhood renewal  Encourage joined-up working between agencies

The summary and key recommendations of Gloucester City Homes Resident and Community Involvement Strategy is to:

 Increase & empower neighbourhood involvement to achieve sustainable communities  Build sustainable and cohesive communities  Strengthen local democracy  Increase tenant and leaseholder involvement  Deliver neighbourhood renewal  Encourage joined up working between agencies  Deliver Decent Homes  Drive service improvement and shape service delivery

3. Background

In May 2005, a report on the future role of Tenants Forum and Tenant involvement was considered by Forum members. The report considered possible options for future tenant involvement as a move from the traditional forum, which has been in existence for many years.

The report was drafted as a result of the move towards ALMO status by the City Council.

The report was rejected by Forum members because it was officer driven and lacked the views of tenants. As a result, a working group was established to review the future of tenant and resident involvement in the city and focus on a wider brief to look at resident involvement and closer partnership working in communities.

The group agreed to make changes to the report, which reflected a more inclusive Resident strategy linked to the Gloucester partnership.

3 As a result a further report was drafted and submitted to Forum on the 26th September 2005, which was agreed and forms the basis of the strategy below.

In December 2005, Gloucester City Homes went live as the new Arms- Length Management Organisation. It delivers a range of services on behalf of the City Council, including the implementation of the resident involvement strategy.

4. Gloucester Partnership - Strategy for Neighbourhood Working 2005

Neighbourhoods are defined by residents and neighbourhood working is the interface between resident-led structures for community involvement and public service agencies. It is about working together to deliver better services.

Gloucester City Homes strategy sets out a framework of principles and processes for Resident Involvement, which will contribute to the objectives of the Gloucester Partnership for improving the quality of life for residents. It sets the direction for resident involvement, neighbourhood participation, neighbourhood management and improving services at neighbourhood level.

5. Gloucestershire Strategic Partnership

In 2006, partners will work together to agree set priorities, based on factual evidence, what local people tell us they want and central government priorities. These will form the basis of our LAA, which will be agreed with government by April 2007.

LAAs aim to make services more effective and efficient by promoting agencies working together, streamlining funding arrangements, simplifying inspection and reducing bureaucracy.

The Gloucestershire LAA will be built around five 'blocks'. The development of each block will be led by an existing countywide partnership. The four blocks, and the partnerships leading their development are:

 Safer and Stronger Communities - Gloucestershire Community Safety Partnership – see below



4  Healthier Communities and Older People - Gloucestershire Healthy Living Partnership

 Children and Young People - Gloucestershire Children & Young People's Strategic Partnership

 Economic Development and Enterprise - Gloucestershire First

 Natural & Built Environment - partnership currently being developed

6. Gloucestershire Safer and Stronger Communities Agreement

The Gloucestershire Community Safety Partnership (GCSP) will manage the Safer and Stronger Communities Agreement on behalf of the Countywide Gloucestershire Strategic Partnership (GSP).

The GSP’s Community Strategy seeks ‘to make a positive difference for people who live in, work in and visit Gloucestershire’, and proposes that this is achieved primarily through six themed approaches, one of which is the ambition to achieve ‘A Safe County’.

Each of Gloucestershire’s six districts also has its own Local Strategic Partnership (LSP). Gloucester City Homes is a member of the LSP.

These bring together partners from the public, private and voluntary & community sectors to deliver their respective Community Strategies. This Safer & Stronger Communities Agreement builds on the objectives and targets set out in these strategies. This agreement aims to capture the diversity of Gloucestershire by reflecting those priorities which are common to us all, while allowing each district the flexibility to develop its own responses and approaches to building safer and stronger communities. The support group to the GSP has lead officers from the 6 LSP’s as members, to ensure that there are effective linkages between all of the work of the LSP’s. The GCSP is tasked with leading on achieving this ambition.

The GCSP’s role is to further encourage those who can make a difference, and to support this with action where ‘added value’ can properly be achieved through countywide partnership working. The GCSP Strategy sets a framework for the future Safer & Stronger Communities Funding (SSCF). We see the potential in the future for the GCSP Strategy to be integrated into one SSCF Strategy. Local community targets will be developed to demonstrate the commissioning

5 process, which engages the community and voluntary sector. The GCSP will use appropriate channels to ensure that there is effective engagement of community involvement at all levels including to neighbourhood level. An effective community engagement approach will need to demonstrate how the community influences the SSCF and Local Area Agreement (LAA).

The SSCF Agreement will add value to how we are already working across the County in a co-ordinated way. The GCSP has been in existence for 3 years and has developed significantly over this time. It is clear that there is a need for it to further evolve to effectively deliver SSCF; specifically around it’s ability to capture the ‘stronger’ element of this agreement. The direction of travel is that by April 2006, the GCSP will be in a position to oversee the management of the SSCF.

Gloucestershire will be a LAA from April 2007 and the SSCF will be one of the four blocks. We are ensuring that the development of the SSCF in terms of governance, performance monitoring and management and target setting will dovetail into the forthcoming LAA for the County. Cross cutting themes, which appear in the SSCF as well as other LAA blocks, will be highlighted as part of the LAA development.

The Vision of the GCSP is:

‘To improve the quality of life for individuals and communities in Gloucestershire by improving community safety’

The GCSP’s Mission is:

‘To support and encourage agencies and partnerships to be effective in community safety activity, with a particular emphasis on:  Combating drug and alcohol misuse  Reducing crime and the fear of crime, and increasing confidence in the criminal justice system  Building safer and stronger communities.’

The vision and mission of the GCSP will be developed to further demonstrate the ‘stronger’ element of the Agreement.

6 7. Implementation Date

The new arrangements will come into effect once Gloucester City Homes goes live in December 2005. The strategy will be reviewed annually and this will be undertaken as part of the community and neighbourhood citywide conference to be held in December 2006.

In June 2006, Tenants Forum reviewed and agreed a new structure to be implemented in April 2007, which will provide a strategic framework for housing in the city, with links from both formal and informal tenant groups and individual tenants driving policy and service improvement. 8. Vision of the strategy Our vision is to develop a neighbourhood approach to resident involvement as a key contribution to Neighbourhood working in line with the Gloucester’s Community Strategy aiming to “Create a fair, just and thriving community in Gloucester where no one is disadvantaged”.

The key aims of the strategy are:-  Increasing resident participation across the city  Increasing levels of tenant and leaseholder engagement, encouraging residents to come together collectively to play an active role in their neighbourhoods, which complements and informs service improvements  Improve service delivery though creating opportunities for involvement in designing and shaping services and monitoring key outcomes and performance.  Working with residents to identify local needs, aspirations, priorities for actions and solutions.  Enhancing a sense of pride and involvement on our estates  Develop mixed communities with a sense of belonging within the community.  Building sustainable and cohesive communities by ensuring all interests are heard, by including hard to reach groups, minority groups and by building a consensus between conflicting views at or interests at neighbourhood level  Assisting in the building of community capacity, which in turn can reduce crime, anti-social behaviour, social isolation, improve health and confidence and quality of life  Engaging both young and older people in positive ways, giving them a voice, improving facilities to meet their needs and instilling within them a sense of belonging to and ownership of the wider community and neighbourhood.

7 9. Levels of Involvement and Outcomes Resident involvement will be based on what our customers feel comfortable with in terms of participation and input. We recognise that some residents do not want to be involved in strategic or policy issues, but may wish to be involved in community issues affecting their property or their community.

Resident Involvement will focus on the following aims and outcomes: Level Outcome Housing and Part of Gloucester City Council’s formal decision Planning Forum making body for overarching Housing strategy, planning matters, policy, scrutiny, business planning approval, and matters relating to the management of the Council’s dwellings and related issues, such as policy letting. GCH Customer All avenues of tenant involvement will feed into the Forum customer forum, playing a key role in terms of the strategic and wider reaching issues of GCH, as well as monitoring the success of tenant involvement and the success of the tenant charter. The forum also drives service improvement and delivery, agreeing estate investment and improvement programmes, monitoring customer satisfaction and performance of GCH and its partners, reviewing housing policy. The forum recommendations feed directly into the GCH board decision-making process and provides an opportunity for tenants to influence budget decisions and help steer the future direction of the organisation Impact Focusing on reviewing and improving services taking Assessment Group into account the needs of minority groups, hard to reach groups and how strategies and services can be tailored to address mixed and sustainable communities. Leasehold Forum Established to meet the needs of leaseholders that provide feedback on leasehold services, statutory consultation, leasehold policy and performance monitoring. Themed working Required to focus on specific service or performance Groups issues – for example, Anti-Social Behaviour. They will usually be of a short-term duration to review special issues. Tenant Formal Groups established to represent estates Associations within the city.

8 Tenant Developed to provide a form of independent Consultative management on estates, focusing on grounds Committees maintenance, estate improvements and cleaning services Neighbourhood Focus on neighbourhood and Community issues at Panels operational level, but with specific emphasis on small blocks and patches within our estates Neighbourhood Focus on neighbourhood and Community issues at Partnerships operational level incorporating the clean, green and safe theme. They will work with Gloucester City Homes Neighbourhood Management Team and the City Council – Community engagement team. NP’s will have the power to deal with local issues and monitor operational service levels. Sheltered Housing A forum specifically for residents to address specific Forum service issues for those living in residential schemes. Customer Panels Responsible for employing the right contractors, developing service standards, service improvements and performance monitoring of GCH key partners and contractors. They feed directly in the partnering board of GCH

Mystery Shopping Provide independent feedback on service standards and delivery of front-line housing services. Satisfaction Independent feedback on the quality of services Surveys through two companies – MRUK Ltd and VMS Ltd.

9 10. How the strategy fits together in the Gloucester City Homes and Gloucester City Council decision making process:

Local Strategic Partnership

Gloucester City Gloucester City Council Homes

Gloucester City Homes Partnering Board Housing Forum Overarching Planning Forum GCH Customer Forum Housing Strategy

Diversity and Tenant Sheltered Leasehold Themed Block and Street Tenant Neighbourhood Neighborhood Mystery Satisfaction Customer Equality consultative Housing forum groups Representatives Associations Panels Partnerships shoppers surveys Panel Group committees Forum

10 11. Making it all happen

The following officers from Gloucester City Council and Gloucester City Homes have committed to making the strategy happen and have signed up to the action plan and targets below:

11 Supplier Officer or Team Telephone Gloucester City Phil Lane Executive Manager Assistant 396293 Council Director – (Housing and Health) Gloucester City Trea Connon, Client Services Manager 396573 Council Gloucester City Sue Oppenheimer, Assistant Director, 396166 Council Community Engagement Gloucester City Sylvia Webster, Neighbourhood 396895 Council Partnership Officer Gloucester City Homes Ashley Green, Chief Executive – Project 396471 Management and Resource management Gloucester City Homes Louise Beard, Director of Housing – 396528 Housing Management specialist and Project management of overall service delivery of company Gloucester City Homes John Mann Director of Asset 396063 Management and Regeneration Gloucester City Homes Norman Thomas, Performance and 396530 Housing Services Manager Gloucester City Homes Marketing and Business Development 396542 Manager – Laura King Gloucester City Homes Sarah Walker, Resident Involvement 396080 Officers Gloucester City Homes Lynne Scudamore - Resident 396081 Involvement Officers Gloucester City Homes Terry Elcock - Resident Involvement 396071 Officers Gloucester City Homes Pat Andre - Neighbourhood Services 396060 Manager Gloucester City Homes Liase Ritchie - Neighbourhood Services 396058 Officer Gloucester City Homes Shereen Martin - Neighbourhood 396061 Services Officer Gloucester City Homes Rebecca Hayward - Neighbourhood 396067 Services Officer Gloucester City Homes Katie Bird - Neighbourhood Services 396059 Officer Gloucester City Homes Melanie Robinson - Neighbourhood 396052 Services Officer Gloucester City Homes Debbie Preece - Neighbourhood Services 396055 Officer Gloucester City Homes Amanda Hayward - Neighbourhood 396050 Services Officer Gloucester City Homes Jenny Wyatt - Communications Officer 396559

12 Key Targets

The Key targets and outcomes with responsibilities are shown below. Although some targets were completed before deadline, the period of monitoring commenced from 1st October 2005.: 0 to 6 months – 1st October 2005 to 31st March 2006 Ref Target Deadline Responsibility Progress 1. Establish meetings with 24-8-05 and Director of Complete Gloucester Partnership on-going Housing and SO to develop the strategy Outcome: Strategy agreed 2. Agree strategy at 26-09-05 Director of Complete Tenants Forum Housing Outcome: Strategy agreed and implemented 3. Train and Develop 03-10-05 Human Complete Neighbourhood Teams and on- Resource on the new strategy going Manager and and their role / Director of responsibility Housing Outcome: Understanding of strategy and responsibilities 4. Agree Partnering 05-10-05 Chief Executive Complete Board Constitution, Membership and Reviewed again Schedule of Meetings in February 2006 2006 Outcome: Understanding of partnering board and customer panel feedback 5. Training Tenant 31-10-05 Resident Completed Participation Officers and On- Involvement refresher on 11th on Neighbourhood Going Officers June 2006 Working Outcome: Understanding of strategy and responsibilities 6. Train and Develop all 30-11-05 Ian Harries and Complete GCH staff and Tenants Resident (e.g. Tenant Groups, Involvement Forum etc) on the new Officer (SW) strategy and their role / and responsibility SO Outcome: Understanding of strategy and responsibilities

13 Ref Target Deadline Responsibility Progress 7. Communicate strategy 01-12-05 Communication Complete to all tenants and Officer Leaseholders and seek involvement Outcome: Understanding of strategy 8. Agree Annual Meetings 31-12-05 Resident Complete for 2006 and 2007 for Involvement  Tenants Forum Officers  Neighbourhood Panels  Leasehold Forum  Annual Tenant Conference  Annual Board Conference

Outcome: Clear communications and annual delivery plan agreed 9. Identify key outcomes 01-02-06 Resident To commence from research via Involvement following mystery shopping, Officer customer event surveys and focus (SW) on 2nd August groups, using the 2006 information to identify and trends and inform service improvement. Ian Harries

Develop an action plan Outcome: Improved service delivery and outcomes for tenants 10. Produce Timetable for 01-02-06 Resident Complete and developing Involvement meets LSP plan Neighbourhood Officer Partnerships city-wide (SW) and Director of Housing Outcome: Agreed understanding of the roles and responsibilities of the neighbourhood partnerships, the role of agencies and the impact on tenants

14 Ref Target Deadline Responsibility Progress 11. Tenant Conference on 22-02-06 Director of Complete Decent Homes Asset Management and Regeneration Outcome: Agreed understanding of tenant priorities for 2006-2007 investment programme 12. Agree major works 22-02-06 Director of Complete compact with residents Asset Management and Regeneration Outcome: Agree resident involvement and communications process when undertaking improvements in tenants homes and community 13. Review and monitor 31-03-06 Director of Ongoing progress within each Housing and SO involvement strand Outcome: Improved service delivery and outcomes for tenants

15 Year 1 – 1st April 2006 to 31st March 2007

Ref Target Deadline Responsibility Progress 1. Tenant conference to 02-08-06 EMT Complete raise awareness of GCH Business Plan, equal opportunities, policy and service delivery Outcome: Understanding of GCH roles and responsibilities, improved service delivery and outcomes for tenants 2. Develop a Training 31-08-06 Resident Commenced Plan for: Involvement July 2006 Officers  Tenant Testers  Mystery Shoppers  Focus Groups  Block and Street representatives  Neighbourhood Panels  Minority and Disability Groups

To include focus on roles, responsibilities and outcomes to the strategy Outcome: Understanding of strategy and responsibilities 3. Hold one action day for 30-09-06 Human Not complete – all residents Resources but will be encouraging BME Manager scheduled by involvement the 31-12-2006 Outcome: Improving the quality of life on our estates through sustainability and regeneration

16 Ref Target Deadline Responsibility Progress 4. Agree Constitution of 30-10-06 Resident Commenced Neighbourhood Involvement July 2006 Partnerships and Officers and Neighbourhood Panels Ian Harries Outcome: Understanding of partnering board and customer panel feedback 5. Agree a timetable to 31-10-06 Resident Commenced secure membership to Involvement June 2006 the following groups: Officers Now completed  Tenant Testers October 2006,  Mystery but on-going Shoppers recruitment  Focus Groups  Block and Street representatives  Neighbourhood Panels (in other areas)  Customer Panels Outcome: Agreed understanding of the roles and responsibilities of the neighbourhood partnerships, the role of agencies and the impact on tenants 6. Tenant Road shows on 31-10-06 Resident Complete Decent Homes Involvement Officers Director of Asset Management and Regeneration Outcome: Agreed understanding of tenant priorities for 2007-2010 Decent Homes and sustainability programme 7. Agree annual action 31-10-06 Director of Completed plan for mystery Housing shopping Outcome: Improved service delivery and outcomes for tenants. 8. Develop action plan for 31-10-06 Resident Completed the recruitment and Involvement training of future and Officers potential tenant board and members Governance Manager Outcome: 17 Improved service delivery and outcomes for tenants. Ref Target Deadline Responsibility Progress 9. Hold annual 01-12-06 Resident Arranged for the conference with Involvement 5th December Tenants and Officers 2006 Leaseholders to review strategy and develop Director of on -going targets: Asset and Decent Homes Management Programme and Regeneration Outcome: Agreed understanding of the roles and responsibilities of tenants and leaseholders, the role of agencies and the impact on tenants. 10. Identify key outcomes 31.12-06 Resident Operational from research via Involvement from October mystery shopping, Officer (SW) 2006 surveys and focus groups, using the and information to identify trends and inform Ian Harries service improvement. Develop an action plan Outcome: Improved service delivery and outcomes for tenants. 11. Develop and confirm 31-12- 06 Resident Commenced Neighbourhood Panels Involvement June 2006 in: Officers  Tredworth and  Matson  Coney Hill Ian Harries Estates Outcome: Improved service delivery and outcomes for tenants. 12. Communicate 31-03-07 Communication Completed and outcomes to all tenants Officer ongoing and Leaseholders through Tenant Times and Web Outcome: Improved service delivery and outcomes for tenants 13. Review and monitor 31-03-07 Director of Ongoing progress within each Housing and SO involvement strand Outcome: Improved service delivery and outcomes for tenants 14. Tenant Board Member 31-03-07 Company elections Secretary Outcome: Developing modern, effective and efficient services with sound financial 18 management. Year 2 and 3 – 1st April 2007 to 31st March 2009

Ref Target Deadline Responsibility Progress 1. Work with community 30-09-07 Chief Executive partners to establish sustainable communities strategy Outcome: Improved service delivery and outcomes for tenants. 2. Hold annual 01-12-07 Resident conference with 01-12-08 Involvement Tenants and 01-12-09 Officers Leaseholders to review strategy and develop on -going targets 3. Hold one community 31-12-07 Human action day for all Resource residents encouraging Manager BME involvement Outcome: Improving the quality of life on our estates through sustainability and regeneration 4. Develop 31-03-08 Director of neighbourhood Housing partnerships for other areas of the City. Outcome: Improved service delivery and outcomes for tenants. 5. Develop Estate Charter 31-03-08 Director of for TCC and TA’s Housing Outcome: Improved service delivery and outcomes for tenants. 6. Develop Estate Action 31-03-08 Neighbourhood To be reviewed Plans for all areas in Services the City Manager Outcome: Improved service delivery and outcomes for tenants. 7. Tenant Board Member 31-03-08 Company elections 31.03-09 Secretary Outcome: Developing modern, effective and efficient services with sound financial management. 8. Review and monitor 31-03-08 Director of Ongoing progress within each 31-03-09 Housing and SO involvement strand Outcome: Improved service delivery and outcomes for tenants

19 Ref Target Deadline Responsibility Progress 9. Review with community 30-09-08 EMT partners to establish and cohesive strategies for continuous sustainable review communities Outcome: Improving the quality of life on our estates through sustainability and regeneration 10. Review with community 30-09-08 EMT partners to establish and cohesive strategies for continuous sustainable review communities Outcome: Improving the quality of life on our estates through sustainability and regeneration 11. Hold one community 31-12-08 Human action day for all Resource residents encouraging Manager BME involvement Outcome: Improving the quality of life on our estates through sustainability and regeneration

20 STRATEGY FOR NEIGHBOURHOOD WORKING

2005

21 STRATEGY FOR NEIGHBOURHOOD WORKING GLOUCESTER PARTNERSHIP

SUMMARY AND KEY RECOMMENDATIONS

Neighbourhood working aims to  increase community involvement  strengthen local democracy  improve public services  deliver neighbourhood renewal  encourage joined-up working between agencies

There are limitations to what it can deliver, and we need to be clear about what it is not, as well as what it is. It should be informed by a set of principles, including the notion of subsidiarity and good practice in partnership working. Recommendation 1. To adopt the vision, aims and principles of Neighbourhood Working as laid out in this strategy.

Neighbourhoods are defined by residents and neighbourhood working is the interface between resident-led structures for community involvement and public service agencies. It is about working together to deliver better services. Recommendation 2. To agree that Neighbourhood working is about the interface/partnership between neighbourhood-based, resident-defined community structures and service providers, to deliver better, efficient and effective services as locally as possible.

Ideally we would want to develop neighbourhood partnerships in all areas of the city, based on neighbourhood management principles, but in view of the limited availability of resources, and in order to prevent duplication we intend to roll out neighbourhood working using existing structures where possible, and encouraging them to broaden their remit. The core functions required for effective neighbourhood working are described, and any existing group will need to take these on if it wants to play a similar role to a neighbourhood partnership. Recommendation 3. To agree the core functions of neighbourhood working as laid out in this strategy

Recommendation 4. That, in recognition of developments already happening, neighbourhood partnerships or similar are developed next in Matson, Coney Hill and Barton/Tredworth/White City.

Recommendation 5. To produce plans to roll out Neighbourhood working using existing community structures where possible, and encouraging them to meet the core functions for neighbourhood working. To identify resources required to achieve this.

Neighbourhood working will address neighbourhood renewal objectives, and will aim to reduce deprivation in neighbourhoods where it is high, making best use of data and information to ensure needs are addressed. Recommendation 6. That neighbourhood working should be informed by the best possible information, allowing us to better deliver services to target and meet needs. That through MAIDeN and other sources, we gather detailed information on neighbourhood needs in Gloucester.

22 Recommendation 7. Through Neighbourhood working, we will aim to reduce the number of Super Output Areas in the city which fall within the 10% and 25% most deprived in the country.

Councillors are identified as having a key community leadership role within neighbourhood working. They both can contribute to, and benefit from it, and their involvement can help to kindle enthusiasm for and understanding of local democracy.

The LSP has a key role to play, particularly through its Neighbourhood Working Group.

Finally, there is an action plan, which includes identifying milestones for measuring the effectiveness of the strategy. Recommendation 8. To adopt the Action Plan

23 PURPOSE

This strategy sets out a framework of principles and processes for partnership neighbourhood action which will contribute to the objectives of the Gloucester Partnership’s Community Strategy for improving the quality of life for residents. It sets the direction for neighbourhood participation, neighbourhood renewal, neighbourhood management and improving services at neighbourhood level - doing it differently, doing it more where it’s needed, and doing it together. It is a strategy to benefit ALL Gloucester’s neighbourhoods, particularly, but not exclusively, those with higher levels of deprivation. It draws on the vision for public services and for local government, which is being developed by central government. The strategy will provide a means of knitting together the delivery of agencies’ priorities within the framework of the LSP strategy.

VISION

To develop a partnership approach to neighbourhood working as a key contribution to delivering the priorities in Gloucester’s Community Strategy: ‘Over the next ten years we aim to create a fair, just and thriving community in Gloucester where no one is seriously disadvantaged’

AIMS

Increasing community participation across the city  Increasing levels of citizen engagement, encouraging residents to come together collectively to play an active role in their neighbourhoods, which complements and informs service agencies.  Working with residents to identify local needs, aspirations, priorities for action and solutions.  Enhancing people’s sense of pride and involvement in their place  Building sustainable and cohesive communities by ensuring all interests are heard, by including communities of interest and marginalized groups and by building consensus between conflicting views or interests at neighbourhood level.  Building community capacity, which in turn can reduce crime, anti-social behaviour, social isolation, and improve health confidence and quality of life.  Engaging young people in positive ways, giving them a voice, improving facilities to meet their needs and instilling within them a sense of belonging to and ownership of the wider community and neighbourhood.

Strengthening local democracy  Improving communications with residents  Enhancing Councillors roles as Community Leaders, developing closer dialogue with residents  Improving understanding by residents of the problems and barriers within which councils and other service providers operate, the reason for certain decisions, and finding achievable and creative solutions to solving problems  Convincing people that councils and councillors matter and can make a difference to their lives, encouraging them to vote

Improving public services

24  Securing improvements in public services by ensuring they reflect the community’s needs and preferences – including those of vulnerable and marginalized groups – making them more effective and increasing satisfaction: better fit of services to need.  Doing this within existing overall resources – changing the way we work and how we use resources in order to improve quality.  Collecting better neighbourhood information to inform services – from MAIDeN, from the census, from service providers, through neighbourhood needs assessment/planning for real and through using service management information at neighbourhood level (e.g. analysing complaints and service requests by neighbourhood).  Encouraging users to work collectively as communities to inform services. For instance, getting residents to actively monitor services and standards. As well as improving services, customer engagement can drive satisfaction.  Achieving clarity about where city-wide standards and local differences are appropriate. Developing a clearer picture of neighbourhood needs and differences leading to better use of resources and better services.  Making effective use of the range of providers and technology available.  For those services for which it is appropriate, devolving and decentralising within local areas to maximise the ability of the front line to tailor services to the needs of communities  Increasing motivation and satisfaction of workforce through building relationships with residents and working together to make a difference.

Delivering Neighbourhood Renewal  Addressing pockets of deprivation in the City– narrowing the gap between the most deprived areas in the city and the average, and addressing the Government floor targets as expressed in the National Strategy for Neighbourhood Renewal: reducing worklessness and crime and improving health, education and skills, housing and the environment. (see Appendix 2 for list of Super Output Areas in Gloucester which fall into the 10% /25% most deprived in the country)  Ensuring all residents are involved in informing, and benefiting from, the regeneration of the city  Bringing in external resources

Joining up at the local level  Counteracting the Humpty Dumpty effect – ‘Efforts to promote economic growth, social justice and environmental sustainability fracture when they hit the ground in departmental silos, just like Humpty when he fell off the wall. Local leaders play the role of all the King’s horses and all the King’s men, as they try to put the pieces together again’. (People, Places And Prosperity: Audit Commission July 2004)  Improving clarity, understanding and accountability through better joint working and partnership approaches and finding better solutions to cross- cutting problems through joined up working  Applying the Community Strategy in ways which are relevant to communities and that work  Rationalising consultation by having clear neighbourhood-based structures (complemented by structures for consulting communities of interest, such as disabled people, business, the voluntary sector). This will prevent services

25 and agencies operating in silos, and consulting in separate and uncoordinated ways, with consultation overload.  Improving joint intelligence- e.g. through shared surveys, asking better questions about cross-service issues  Ensuring that community needs feed up to inform joint working to deliver the community strategies of the Gloucester Partnership and the Gloucestershire Strategic Partnership – integrating the three levels of working  Developing, taking care of and making better use of available resources through reducing duplication of effort and making joint use of resources at neighbourhood level across agencies – e.g. joint offices and joint multi- agency neighbourhood teams

LIMITATIONS – WHAT IT’S NOT

 Not about deflecting drive for better customer access and egovernment – this might lead to some services being more centralised e.g. customer services delivered via telephone, rather than neighbourhood delivery. It is important to get the right method for the right service. Form should follow function – some services are best delivered locally, some centrally.  Not about replacing dialogue with communities of interest. We will still need discreet mechanisms to engage with e.g. young people, BME communities, disabled people, gay and lesbian communities, business, the voluntary sector (and we need to think about joining up our approach to involving these communities too). We will also need to make sure that communities of interest have a voice in neighbourhood structures.  Not about MORE resources –service providers’ resources are finite/reducing – it’s about using existing resources differently  Not about countering economies of scale – e.g refuse collection is best carried out on city-wide (or possibly larger) geographical basis, in order to deliver a quality and cost effective service, and service requests can be best dealt with through a centralised call service.  Not about ‘one size fits all’- it recognises that different solutions and levels of services will be required to meet a common set of standards  Not about area committees – although we could see the Council or other agencies creating budgets to be used in consultation with ward members and/or resident organisations and/or frontline staff.  Not about neighbourhood working just because it’s a good thing – it’s about delivering improvements in efficiency and effectiveness, and we will need to measure to prove that improvements are happening, and if not, stop doing it  Not about tagging on neighbourhood working to what we do already – about a fundamental shift in the way we do things and the culture of the organisation/s  Not about being over-ambitious. We need to recognise that it will take time to build capacity both within our own organisations and within communities. Instead of the Big Bang approach we should aim for incremental change  Not about going it alone. All LSP partners should sign up to this approach.

PRINCIPLES

 needs-led and evidence based – we need proof that doing things differently will improve outcomes, sometimes by piloting and taking risks  for services where it can make a difference – not neighbourhood working for all services

26  subsidiarity – delegating decision making on services to the most local level possible for the best outcome.  in partnership supported by all in the LSP, multi-agency, pooling information, effort, staff and resources as appropriate  within resources and at a pace for which we have capacity,  using simple resident-led structures which are accessible and inclusive – minimising bureaucracy – and which develop long-term relationships  based on good partnership practice, including listening, being open, honest and transparent, having clarity of purpose, good communication, and based on trust and equity.  long-term view, addressing prevention and sustainable  for all residents and neighbourhoods across the city

DEFINING NEIGHBOURHOODS

For Communities – a neighbourhood is defined by residents, and is the area surrounding where they live and where the community, or a section of the community (a community of interest e.g. young people), have common interests on which they can act together. It might be a street, an electoral ward, part of a ward or several wards. For neighbourhood working, neighbourhoods are areas where a community/communities come together within some kind of structure to take common action or exert influence.

For Services – a neighbourhood is the smallest unit for the organisation to operate effectively, or for the delivery of a specific service.

Neighbourhood working is about the interface between the above two definitions

Recommendation: Neighbourhood working is about the interface/partnership between neighbourhood-based , resident-defined community structures and service providers, to deliver better, efficient and effective services as locally as possible.

It is also about working with those structures that residents have created, rather than reinventing ones to meet the needs of an individual service – thus a service which is delivered in, say, a quarter of the city, might have several resident-led neighbourhood organisations within those boundaries, and would need to find a way to work with them all within the service patch. This might mean asking those organisations to identify representatives for a neighbourhood working group; or, if resources permit, going to meetings of each organisation.

CORE FUNCTIONS OF A NEIGHBOURHOOD-BASED STRUCTURE FOR NEIGHBOURHOOD WORKING

 resident-led  building community capacity and community involvement; harnessing local skills and human resources and encouraging better use of local facilities.  providing a focal point for resident’s views and a community voice  promoting community cohesion  setting own agenda  multi-agency focus, and committed to working in partnership  proactive rather than reactive, positive rather than negative

27  democratic, open, inclusive and accountable – ensuring that communities of interest and marginalized groups are included  identifying needs, problems and opportunities, finding out the underlying basis of the needs including the factors underlying deprivation figures and any local contributory factors, where they are, and what would make a difference  Exploring means to tackle identified problems and issues; proposing and prioritising solutions; identifying scope for action to improve and change mainstream services;  enabling and influencing services rather than delivering them; helping to set guidelines and standards for the delivery of services;  acting as eyes and ears informing service providers; monitoring the delivery of public services against standards set;  campaigning on behalf of local “causes” when appropriate; discouraging factions and minorities from promoting or preventing actions against the wider public/neighbourhood interest  achieving additional improvements through voluntary action and through raising funds  working closely with and involving elected Councillors (who are democratically accountable to the whole electorate)  prepared to work with, learn from and influence other neighbourhood structures across the city.  prepared to work with existing structures in partnership for mutual support

STRUCTURES FOR NEIGHBOURHOOD WORKING

We need structures to enable neighbourhood working to happen. Neighbourhood Partnerships have been piloted for 3 years in the city, and have proved extremely successful. We now have 3, in Podsmead, Tuffley and Grange (Three Bridges), in Kingsholm and Wotton, and in Westgate (City Centre Community Partnership).

Neighbourhood Management in Barton Tredworth and White City (Community Counts) is providing the means to pilot and trial new ways of service delivery at neighbourhood level which can then be cascaded out to other areas of the city. We therefore have tried and effective models for both resident involvement and neighbourhood service delivery .We need to build on what we’ve done already and what works. Plans are already in place to support the development of 2 more neighbourhood partnerships in the Matson and Coney Hill areas of the city.

At the same time, Community Counts is looking at how to involve residents in their area, and are considering whether a neighbourhood partnership would be the right model.

Recommendation: That, in recognition of developments already happening, neighbourhood partnerships or similar are developed next in Matson, Coney Hill and Barton/Tredworth/White City.

In an ideal world with sufficient resources, we would look to have a neighbourhood partnership, based on neighbourhood management principles, in every resident-

28 defined neighbourhood, but resources are limited. However, we already have some potential existing structures for an active dialogue between residents and service providers. Rather than duplicate by building new partnerships, we should aim to use these structures to deliver the series of core functions which define neighbourhood working, if they are happy and able to do so. They include:

29  Neighbourhood Projects  Tenants and residents groups  Parish Council (Quedgeley)  Community Associations  Neighbourhood Watch  Neighbourhood consultative groups e.g PCT Patch Teams

This would still require support, though less than required for establishing totally new bodies, and resources remain a real issue.

We do not want to exclude any neighbourhood from participating in delivering the aims of this strategy. In those areas where there are no structures sufficiently robust to develop into neighbourhood partnerships, we will find other ways of involving residents, for instance by helping to set up small resident groups to inform the neighbourhood delivery of a specific service. In time these groups may grow and develop to take on more of the core functions for neighbourhood working.

Recommendation: To produce plans to roll out Neighbourhood working across the whole city, using existing community structures where possible, and encouraging them to meet the core functions for neighbourhood working. To identify resources required to achieve this.

NEIGHBOURHOOD RENEWAL IN GLOUCESTER

One of the functions of neighbourhood working is to better address and reduce deprivation, and government guidance states that LSPs should incorporate a neighbourhood renewal strategy into their Community Strategy. The Government’s Strategy for neighbourhood renewal states that ‘within 20 years no-one should be seriously disadvantaged by where they live’. Recent Government papers propose that the emphasis in addressing deprivation should shift to mainstreaming as opposed to supplementary funding, and be incorporated into local area agreements and community strategies

We need excellent information to address deprivation and tell us exactly where and what exists. Recently information has become available for ‘Super Output Areas’. These are smaller areas defined by postcode, with typically between 3 to 8 in any electoral ward (depending on the size of the electorate in that ward). In Gloucester, 5 areas fall within the worst 10% nationally. They are:  Lower Westgate  Westgate - Park area  Podsmead – housing estate area  Kingsholm and Wotton – area around Bus Garage and Kingsholm Road  Matson & Robinswood – Matson Avenue area

Appendix 2 shows those Super Output Areas which fall within the 10% most deprived in Gloucestershire and in the country.

Through MAIDeN we will be able to analyse this data further, together with locally generated information, to show local differences between these areas – for instance whether the key issue is health, crime, high numbers of children in poverty or elderly people on low income etc.

30 This ‘hard’ data improves in usefulness when supplemented with ‘soft’ data. Neighbourhood needs assessments, carried out through surveys or planning for real exercises can provide another dimension to the statistics – for instance by explaining that the seemingly high numbers of elderly people in an area are because there is a nursing home or sheltered accommodation there, and by identifying those things which residents consider priority for action.

Finally, we can make better use of service information, for instance analysing service requests and complaints by neighbourhood in order to get a better picture of the needs of an area. For instance, the Council Direct service being piloted by the city and county councils is able to analyse information and service requests, complaints and calls by postcode. This would allow us to identify clusters of need or problems.

Recommendation: Neighbourhood working should be informed by the best possible information, allowing us to better deliver services to target and meet needs. Through MAIDeN and other sources, we will gather detailed information on neighbourhood needs in Gloucester.

Recommendation: Through Neighbourhood working, we will aim to reduce the number of Super Output Areas in the city, which fall within the 10% and 25% most deprived in the country.

ROLE OF COUNCILLORS

Councillors have a key role to play in neighbourhood working. They are elected by, and are accountable to the whole community, in a way that other neighbourhood based organizations and individuals are not, and their participation and community leadership can bring another dimension of credibility to neighbourhood action. They in turn can benefit from the neighbourhood intelligence and voluntary activity generated by neighbourhood structures and neighbourhood working.

City and County Councillors should both be involved with neighbourhood resident structures, and there needs to be clarity on both sides about roles and communication methods.

ROLE OF LSP NEIGHBOURHOODS WORKING GROUP

The LSP has set up a Neighbourhood Working Group which will have a key role in delivering and monitoring this strategy.

KEY AREAS FOR ACTION

 The Action Plan in Appendix 1 identifies key areas for action.

31 APPENDIX 1 - NEIGHBOURHOOD WORKING ACTION PLAN

ACTION HOW WHO RESOURCES WHAT/ WHEN 1. Establish LSP Action group agreed by Membership from Within existing Sept 2004 - Neighbourhoods LSP executive and neighbourhood LSP resources First meeting Working Group established. partnerships, Oct 2004 – (NWG) to other Lead agency – terms of develop and neighbourhood City Council reference deliver based community agreed neighbourhood involvement 11th Nov 2004 strategy and to organisations and – NWG report ensure service providing to LSP resident’s organisations Conference concerns are fed delivering within Dec-Jan 2005 into the LSP and neighbourhoods. all LSP Community Administration partners to Strategy provided by City consider Council signing up to strategy Jan 2005 - strategy and action plan agreed by LSP Executive Jan 2005- Strategy agreed by City Council 2. Pull together MAIDeN to pull together all MAIDeN MAIDeN Oct 2004 – existing information available to already funded MAIDeN to information them by several LSP produce about partners information neighbourhoods, and maps including deprivation Agree standard process for Consultants to Final indices , census, neighbourhood needs carry out work GHA agreement of service assessment standardised information and process Sept results of local Pull together ward profiles 2005 needs using existing information Additional assessments. from MAIDeN. Apply for resources to be Feb 2005 – Could include funding for rolling out sought from pull together mapping of needs assessments to e.g. existing resources combine with above Neighbourhood information. expended in Renewal Unit,, neighbourhoods Government too. Office SW, Joseph Rowntree Foundation, LSP partners etc 3. Map existing Questionnaire and map out Agreed by NWG Within existing March 2005 – neighbourhood to all Neighbourhood LSP resources questionnaire infrastructure. Partnerships and similar to LSP agreed Develop plan for build up picture of capacity Administration April 2005 –

32 ACTION HOW WHO RESOURCES WHAT/ WHEN further rolling of existing infrastructure. officer sent out out of June 2005 – neighbourhood Questionnaire to service results partnerships or providers to ascertain how similar across they engage at the city, neighbourhood level including resources Develop proposals for Summer 2005 required rolling out, which could – consider include accrediting existing accreditation organisations who agree to scheme deliver core functions Autumn 2005 – Develop action plan 4. Agree common Develop a checklist of City Council Within existing Oct 2004 – quality of life ‘headline’ indicators which cross-officer team resources draft checklist indicators to can be used to measure developing to NWG and to assess improvements/deterioration checklist City Council improvements to the quality of life in Cabinet within neighbourhoods and All partners to Nov 2004 – neighbourhoods progress in delivering the use checklist, and LSP to agree ambitions of the to share results, principles Dec Community Strategy to be co- 2004 – ordinated through agencies to LSP staff (Admin feedback info & Development Jan 2005 – Officers) City Council Cabinet to agree principles Jan 2005 – LSP Executive to agree March 2005 – NWG to agree specific indicators for this Neighbourhood Strategy 5. Look at Analyse service City Council Within existing Pilot approach coordinating/ requests/complaints and Street Scene resources as part of retrieving identify service provision Services and Community information at a by neighbourhood. Pilot Resource Counts local local level to information re street scene Manager (Central street scene meet community and strategic partnering Service) team (see pt needs 10 below) – first report back to NWG after 3 months

6. Develop and LSP website to provide LSP staff (Admin Within existing By April 2005 agree information about & Development LSP resources neighbourhoods neighbourhood working Officers). communication Information

33 ACTION HOW WHO RESOURCES WHAT/ WHEN plan, ensuring NWG to act as provided by flow of communication network Neighbourhood information and between all those engaged Partnerships ideas between in neighbourhood working, neighbourhoods, and into the LSP City Council with and from Neighbourhood the LSP and with Develop Media Strategy – Partnerships and from service including making better Officer and providers use of the Citizen’s Community Neighbourhood News page Strategy Compile comprehensive Development list of community Officer newsletters within the city. City Council Community Development Team and GCVS 7. Develop more Develop Neighbourhood City Council Initial 6 month Nov 2004 – neighbourhood Partnerships in the Housing pilot funding Funding partnerships following areas: Management from City agreement in across the city 1. Matson together with Council – place See proposals in 2. Coney Hill Matson and Housing point 3 above for To ensure active resident Coney Hill Revenue Spring 2005 – development of and tenant participation in Neighbourhood Account evaluation of further the Council’s plans to Projects, pilot and plans Partnerships or develop an ALMO supporting £2,000p.a. from for future similar existing steering City Council sustainability group of tenants Neighbourhood developed and residents. Partnerships Neighbourhood budget for each Partnerships constituted Officer partnership. Consider developing Community If agreed at Nov 2004 – Neighbourhood Counts initially Board level, Community Partnership or similar in developing Counts Board Barton Tredworth & White proposals for Community meeting City community Counts involvement. would pump Tender Neighbourhood prime the produced and Partnerships costs of contract Officer awarded by development April 2005 work required to set up a NP.

£2,000p.a. from City Council Neighbourhood Partnerships budget once constituted.

34 ACTION HOW WHO RESOURCES WHAT/ WHEN Foster support for Gloucestershire £11,000 from March 2005 – structures for community Housing Gloucestershire Parish Plan involvement in Quedgeley, Association Housing completed with the aim of developing Quedgeley Parish Association a community development Council plus support in plan . kind through officer time. 8. Pilot ways of Establish pilot Safer NWG, Police and Pump priming Summer 2004 neighbourhood Communities policing team Community from – Safer policing which in Community Counts area. Counts Community Communities reduce crime NWG to monitor, review Counts jointly Team in place and reduce fear and cascade best practice with Police with 6 monthly of crime a view to intervals – mainstreaming report to NWG 9. Develop Establish a pilot City Council Care Community Oct 2004 and proposals for neighbourhood Street and Maintenance Counts and Dec 2004 piloting Scene Team, with a multi- services in within City consultative neighbourhood functional team providing partnership with Council existing workshops with street scene street cleansing, grounds Community budgets residents teams and maintenance and ranger Counts implement. type service. Agree criteria Nov 2004 -Jan Monitor, review for measuring NWG to monitor 2005 – draw and cascade effectiveness. If and draw out up brief and best practice successful, mainstream. lessons and put in bid recommendations for future service Spring 2005 – development Team established in Community Counts area. Regular report backs to NWG 10.Ensure Ensure that proposals for City Council – Within existing Nov 2004 – neighbourhoods strategic partnering for Strategic resources NWG dimension Street Scene services Partnering discussion on incorporated include real improvements Project Manager draft report. into proposals for neighbourhood delivery for street scene and neighbourhood NWG Dec 15th – City services involvement, by active Council participation of the NWG in Cabinet development of the decision on specification street scene neighbourhood working

Jan 2005 – In depth discussion at NWG on principles for delivering neighbourhood working 11.Develop a PCT to present information West Within existing By Summer partnership about their initiative to Gloucestershire resources 2005 dimension to NWG to encourage better Primary Care

35 ACTION HOW WHO RESOURCES WHAT/ WHEN PCT Patch partnership development Trust Teams in the city 12.Ensure Ensure cross- Local Plans Within existing 15th Nov 2004 neighbourhoods representation between 2 Team resources – first meeting agenda is groups of community represented on Support Neighbourhood forum Local Partnerships to develop Development neighbourhood plans as LDF Framework first building block for LDF Community Community Forum to be Forum regular item on NWG agenda 13.Ensure Ensure cross- NWG Within existing By Dec 2004 – neighbourhoods representation between 2 resources Action Plan for dimension is groups GPAG agreed represented on to include Gloucester Pride neighbourhood Action Group dimension 14.Advise on best Influence the use of Safer NWG Within existing Guidance from use of and Stronger Communities resources Government Government Fund, Local Area expected by funds to meet Agreements and other Dec 2004 - to neighbourhood relevant initiatives be discussed needs at NWG and LSP 15.Develop and Learning plan to include Council Training Within existing March 2005 – deliver a training accredited courses and Officer resources agree training programme for programme for shadowing Neighbourhood needs Officers, placements/ secondments Partnerships April 2005 – community Incorporate needs into Officer, Creating plan representatives Gloucestershire Learning Excellence and programme and elected Partnership’s proposals for Neighbourhood May - July members to ‘Learning for Regeneration’ College Network 2005 – deliver support them in Gloucestershire programme – their role within Learning to include all neighbourhood Partnership Members in working areas which have Neighbourhood Partnerships. August 2005 - Incorporate into induction for new Members 16.Develop joint Sharing of resources e.g. NWG NWG to working between insurance consider and partners for develop action greater plan efficiency 17.Act as a Ensure that service Relevant service Within existing See points consultative agencies make use of providers as and resources 9,10 and 11 reference group NWG as an advisory group when above on supporting the organisational development of change in neighbourhood working

36 ACTION HOW WHO RESOURCES WHAT/ WHEN service providers

37 APPENDIX 2 – EXRACT FROM DEPRIVATION TABLES 1= most deprived. Score out of 32482 nationally and out of 367 in Indices of Deprivation 2004 Gloucestershire. (revised June 2004) Sorted by District Top 10% Top 25% Bottom 10%

NATIONAL RANK OF NATIONAL HEALTH RANK OF NATIONAL NATIONAL DEPRIVATION Index of County RANK OF County RANK OF AND County Super Multiple Rank of INCOME Rank of EMPLOYMENT County Rank of DISABILITY Rank of Output Area LA NAME Ward Name Ward Code Deprivation IMD SCORE Income SCORE Employment SCORE Health E01022349 Gloucester WESTGATE 3 23UEGG 1883 1 4228 12 887 2 2470 1 E01022347 Gloucester WESTGATE 1 23UEGG 2017 2 3545 9 811 1 2679 3 E01022333 Gloucester PODSMEAD 1 23UEGC 2027 3 1653 2 2010 4 2947 4 E01022311 Gloucester KINGSHOLM AND WOTTON 3 23UEFY 2252 5 3592 10 1662 3 2535 2 E01022319 Gloucester MATSON AND ROBINSWOOD 1 23UEGA 2421 6 2523 4 2080 5 3815 5 E01022332 Gloucester MORELAND 7 23UEGB 4461 8 5123 19 3190 6 5767 9 E01022323 Gloucester MATSON AND ROBINSWOOD 5 23UEGA 4760 11 2760 7 7341 26 7683 17 E01022291 Gloucester BARTON AND TREDWORTH 4 23UEFT 4918 12 3776 11 4188 9 7206 15 E01022289 Gloucester BARTON AND TREDWORTH 2 23UEFT 5020 13 4603 15 5356 14 5628 8 E01022329 Gloucester MORELAND 4 23UEGB 5117 14 2862 8 5727 17 7980 20 E01022286 Gloucester BARNWOOD 5 23UEFS 5166 16 5213 20 8217 35 8722 24 E01022292 Gloucester BARTON AND TREDWORTH 5 23UEFT 5606 19 4565 14 4506 11 9094 28 E01022346 Gloucester TUFFLEY 4 23UEGF 5651 20 4667 17 5874 18 6698 13 E01022290 Gloucester BARTON AND TREDWORTH 3 23UEFT 5977 21 4861 18 6727 21 5329 7 E01022293 Gloucester BARTON AND TREDWORTH 6 23UEFT 6276 22 6934 36 4407 10 7235 16 E01022288 Gloucester BARTON AND TREDWORTH 1 23UEFT 6568 23 5961 25 7356 27 9248 30

38 E01022322 Gloucester MATSON AND ROBINSWOOD 4 23UEGA 6625 24 7031 37 8362 37 7761 18 E01022328 Gloucester MORELAND 3 23UEGB 6674 25 5624 23 7680 32 10560 36 E01022285 Gloucester BARNWOOD 4 23UEFS 7380 30 6092 28 6824 23 7821 19 E01022324 Gloucester MATSON AND ROBINSWOOD 6 23UEGA 7791 31 6256 29 7107 25 9745 31 E01022320 Gloucester MATSON AND ROBINSWOOD 2 23UEGA 8875 33 10396 52 6740 22 11906 41 E01022284 Gloucester BARNWOOD 3 23UEFS 9995 40 8672 43 12635 66 12681 49 E01022294 Gloucester BARTON AND TREDWORTH 7 23UEFT 10273 42 9930 48 10316 48 13390 54 E01022312 Gloucester KINGSHOLM AND WOTTON 4 23UEFY 10681 45 11247 58 7727 33 6069 10 E01022326 Gloucester MORELAND 1 23UEGB 10870 47 13838 86 14940 98 14017 59 E01022331 Gloucester MORELAND 6 23UEGB 11604 51 10028 49 16040 107 13081 53 E01022310 Gloucester KINGSHOLM AND WOTTON 2 23UEFY 11738 54 10487 54 11476 62 12113 45 E01022301 Gloucester GRANGE 3 23UEFW 13133 60 13310 78 11795 64 15929 71 E01022296 Gloucester ELMBRIDGE 2 23UEFU 13862 66 13173 76 15113 101 13028 52 E01022330 Gloucester MORELAND 5 23UEGB 13996 68 11576 62 14718 94 16139 74 E01022344 Gloucester TUFFLEY 2 23UEGF 14650 74 12582 72 15640 103 19039 107 E01022321 Gloucester MATSON AND ROBINSWOOD 3 23UEGA 14670 75 12456 70 18257 128 19148 109 E01022348 Gloucester WESTGATE 2 23UEGG 15029 78 19947 158 10192 47 15179 64 E01022309 Gloucester KINGSHOLM AND WOTTON 1 23UEFY 15192 81 15819 112 12714 68 16970 80 E01022334 Gloucester PODSMEAD 2 23UEGC 15839 91 16098 117 19069 134 20938 138 E01022325 Gloucester MATSON AND ROBINSWOOD 7 23UEGA 15845 92 16503 123 19052 133 18805 104 E01022343 Gloucester TUFFLEY 1 23UEGF 17152 105 14130 92 17865 123 15177 63 E01022327 Gloucester MORELAND 2 23UEGB 17288 109 15676 109 17346 119 18549 101 E01022338 Gloucester QUEDGELEY FIELDCOURT 4 23UEGD 18160 122 18600 142 25389 229 19139 108 E01022303 Gloucester HUCCLECOTE 1 23UEFX 19267 132 16658 126 16826 113 16822 79 E01022302 Gloucester GRANGE 4 23UEFW 19739 136 19442 150 19577 144 19416 112 E01022337 Gloucester QUEDGELEY FIELDCOURT 3 23UEGD 19818 137 21957 195 25728 240 18447 98 E01022287 Gloucester BARNWOOD 6 23UEFS 20846 147 18923 147 16920 115 20556 133 E01022336 Gloucester QUEDGELEY FIELDCOURT 2 23UEGD 21187 155 22538 205 27444 265 17938 94

39 E01022299 Gloucester GRANGE 1 23UEFW 21562 162 25069 248 19709 145 21283 141 E01022335 Gloucester QUEDGELEY FIELDCOURT 1 23UEGD 21580 163 22962 207 23921 202 19873 121 E01022341 Gloucester QUEDGELEY SEVERN VALE 3 23UEGE 21679 167 16637 125 19162 137 14451 60 E01022314 Gloucester LONGLEVENS 2 23UEFZ 22549 175 29217 322 22471 184 24107 193 E01022345 Gloucester TUFFLEY 3 23UEGF 22698 180 21186 181 19396 141 21887 152 E01022300 Gloucester GRANGE 2 23UEFW 22905 182 24172 228 19886 148 19803 119 E01022298 Gloucester ELMBRIDGE 4 23UEFU 24319 204 20824 172 20677 154 15924 69 E01022277 Gloucester ABBEY 2 23UEFR 24438 210 21055 177 19536 142 18451 99 E01022340 Gloucester QUEDGELEY SEVERN VALE 2 23UEGE 24835 214 21734 190 29410 316 24800 212 E01022295 Gloucester ELMBRIDGE 1 23UEFU 25955 238 26953 286 21940 175 21954 156 E01022279 Gloucester ABBEY 4 23UEFR 26010 240 26076 266 26154 248 23696 185 E01022313 Gloucester LONGLEVENS 1 23UEFZ 26048 242 26627 277 27244 260 25356 220 E01022305 Gloucester HUCCLECOTE 3 23UEFX 26189 244 21780 192 21583 166 22514 165 E01022342 Gloucester QUEDGELEY SEVERN VALE 4 23UEGE 26590 246 24915 243 30252 338 25654 226 E01022316 Gloucester LONGLEVENS 4 23UEFZ 27204 258 23084 208 27780 274 23201 179 E01022308 Gloucester HUCCLECOTE 6 23UEFX 27246 261 28417 302 21352 163 22888 171 E01022304 Gloucester HUCCLECOTE 2 23UEFX 27687 270 24646 240 24722 219 23825 189 E01022317 Gloucester LONGLEVENS 5 23UEFZ 28261 284 29277 323 25296 228 24383 197 E01022276 Gloucester ABBEY 1 23UEFR 28361 286 26941 284 25610 233 22038 157 E01022280 Gloucester ABBEY 5 23UEFR 28786 292 22378 203 29425 317 20880 137 E01022297 Gloucester ELMBRIDGE 3 23UEFU 28912 294 29943 341 24794 221 22931 173 E01022278 Gloucester ABBEY 3 23UEFR 29379 303 31230 358 28421 290 26209 239 E01022307 Gloucester HUCCLECOTE 5 23UEFX 29472 307 28853 312 29327 314 25124 216 E01022318 Gloucester LONGLEVENS 6 23UEFZ 30197 320 29576 329 29191 311 26231 240 E01022281 Gloucester ABBEY 6 23UEFR 30218 321 25215 249 28464 291 25616 223 E01022306 Gloucester HUCCLECOTE 4 23UEFX 30438 325 28982 315 28218 285 25305 218 E01022282 Gloucester BARNWOOD 1 23UEFS 30500 326 30939 355 29731 327 26504 250 E01022315 Gloucester LONGLEVENS 3 23UEFZ 30758 335 30056 345 30587 344 27302 266

40 E01022339 Gloucester QUEDGELEY SEVERN VALE 1 23UEGE 31174 343 29799 335 29265 312 25855 232 E01022283 Gloucester BARNWOOD 2 23UEFS 31467 349 28493 305 27509 267 26393 245

41 Agenda Item No:

GLOUCESTER CITY COUNCIL

COMMITTEE : TENANTS FORUM

DATE : 26th September 2005

SUBJECT : The future of Tenants Forum and Tenant Participation

WARD :

REPORT BY : Louise Beard, Director of Housing, Gloucester City Homes

NO OF APPENDICES : Appendix A: Tenant Participation structure. Appendix B: Proposed Forum Constitution

REFERENCE NO. : RDF2533

1.0 PURPOSE OF REPORT

1.1 To outline the future role of Tenants Forum and other resident groups in relation to the Arms Length Management Organisation and the Council.

2.0 RECOMMENDATIONS

2.1 To agree the proposed tenant participation structure outlined in Appendix A.

2.2 To create a sub group of the existing Tenants Forum to review and agree any amendments to the draft constitution of the new Tenants Forum as outlined in Appendix B, prior to the proposed “Go -Live” date of 5th December 2005.

2.3 That the new participation and forum arrangements are implemented once Gloucester City Homes, the Arms Length Management Organisation (ALMO) goes live in December 2005.

3.0 BACKGROUND

3.1 The setting up of Gloucester City Homes means there is a need to review the future role of Tenants Forum in terms of how it integrates with both Gloucester City Homes and the City Council.

3.1.1 The key issues that need to be addressed are:

$g0t50zw1.doc C-1 The future structure for tenant participation within Gloucester City Homes as outlined in Appendix A.

 The relationship between Gloucester City Homes as the ALMO and Gloucester City Council and how they serve the needs of the Tenants Forum in the future..

 The strategic direction for tenants forum in how it provides opportunities for participation and decision making on services and policy in the future.

3.1.2 Information has been obtained based on best practice from other organisations, together with Information and guidance on the proposed structure from the Heart of England independent tenant advisor and the Neighbourhood Management Team. This has enabled officers to take a view on how best to address the above issues and take them forward into firm proposals to meet the requirements in terms of:

 Levels of Involvement. Involvement has to be developed which enables tenants and leaseholders to participate at a level at which they feel comfortable.

 Service Improvements. Identify how residents can be actively involved in the formulation and implementation of service improvements. These include for example,

- Improvements in the caretaking and cleaning of estates.

- Tenant inspections and mystery shopping.

- Website and Tenant / Leaseholder information.

 Measuring Performance. Local groups and Neighbourhood panels have the power to deal with local issues and monitor operational service levels.

 Policy decisions and strategic direction. A forum that has a focus on scrutiny, key policy, performance at a high level, strategic direction and business planning approval.

4.0 FUTURE WORK

4.1.1 The proposals set out in this report meet the requirements outlined in the Audit Commissions key lines of enquiry for achieving 2 stars (a "Good" service) for Resident Involvement.

4.1.2 Our vision is to develop a Neighbourhood approach to resident involvement as a key contribution to Neighbourhood working in line with the Gloucester’s Community Strategy aiming to

“Create a fair, just and thriving community in Gloucester where no one is disadvantaged”.

The key aims of the strategy are:-

$g0t50zw1.doc C-2  Increasing resident participation across the city

 Increasing levels of tenant and leaseholder engagement, encouraging residents to come together collectively to play an active role in their neighbourhoods, which complements and informs service improvements.

 Working with residents to identify local needs, aspirations, priorities for actions and solutions.

 Enhancing a sense of pride and involvement on our estates.

 Building sustainable and cohesive communities by ensuring all interests are heard, by including minority groups and by building a consensus between conflicting views at or interests at neighbourhood level.

 Assisting in the building of community capacity, which in turn can reduce crime, anti-social behaviour, social isolation, improve health and confidence and quality of life.

 Engaging both young and older people in positive ways, giving them a voice, improving facilities to meet their needs and instilling within them a sense of belonging to and ownership of the wider community and neighbourhood.

4.2 The proposal is to establish Neighbourhood panels with a view to develop them into Neighbourhood Partnerships working with the Neighbourhood Management Team incorporating the clean, green and safe theme. (This meets the requirements of the audit commission’s recommendations for achieving 2 stars). The main focus of the panels would be on Neighbourhood and Community issues at an operational level. The number of Neighbourhood Panels would be flexible.

4.3 To establish themed and minority groups, which could be established from focus groups that have already been looking at service improvement in these areas. These would include various groups focusing on anti-social behaviour, response repairs, Decent Homes, sheltered housing, young parents, BME, disability and any other areas that tenants are interested in. Draft terms of reference to be agreed with the groups as outlined in Appendix C.

4.4 To establish and constitute the new role of the Tenants Forum with a focus on council policy, scrutiny, business planning approval and strategic issues.

4.5 To clarify the attendance by a member of Gloucester City Homes board at Tenants Forum.

5.0 CONCLUSIONS

5.1 There is a requirement to review the current role of Tenants Forum and amend its role in the future due to the setting up of Gloucester City Homes.

5.2 The proposed structure in Appendix A has been adapted by other Arms Length Management Organisations.

$g0t50zw1.doc C-3 5.3 The proposed structure fits into the corporate agenda and Neighbourhood working strategy. It will enable tenants and leaseholders to maintain a key role in Housing issues, whilst developing knowledge and having a greater say in issues that impact on the whole community.

6.0 FINANCIAL IMPLICATIONS

6.1 There are no significant financial implications associated with the recommendations in this report.

6.2 Name of Officer: Rob Wharton

7.0 LEGAL IMPLICATIONS

7.1 The Members need to be clear what the role of the Forum will be in relation to working with both the City Council and Gloucester City Homes in the future, and this then needs to be incorporated in the Terms of Reference. If there is to be any monitoring how that is to take place and then reported to the Forum needs to be considered.

7.2 Name of Officer: Gary Spencer

8.0 HEALTH AND ENVIRONMENTAL IMPLICATIONS

8.1 None

8.2 Name of Officer: Julie Wight

9.0 HUMAN RESOURCES IMPLICATIONS

(a) Staffing Implications

Name of Officer:

(b) Trade Union Comments

10.0 COMMUNITY SAFETY IMPLICATIONS

10.1 Members should ensure that the local authority statutory responsibility of s115, the 'exchange of information' where the disclosure is necessary and s17 'Duty to consider crime and disorder' both of the Crime and Disorder Act 1998, Gloucester City Council is obliged to retain and discharge such functions and responsibility within the new Arms Length Management Organisation structure ALMO.

10.2 Consulting with the tenants is the first step to ensure community safety and customer satisfaction.

10.3 Name of Officer: Sarif Rowe-Taylor

Background Papers:

$g0t50zw1.doc C-4 Published Papers :

Person to Contact :

$g0t50zw1.doc C-5 APPENDIX A

Resident Involvement Structure

GCH Board

Strategic and Scrutiny level Policies relating to Customer Services Service improvement monitoring performance

Serviced by the city council with a focus on council Tenants Forum policy, scrutiny, business planning approval and Quarterly strategic issues

Coordination of services at local level feeding into Community Development

Operational level

Neighbourhood Panels and specialist groups e.g. Sheltered Housing, Leaseholders etc

Surveys Street/Block reps

Mystery shopping TCC's

TA's APPENDIX B

Appendix B

Proposed Constitution for Tenants’ Forum from 1st December 2005

1. The constitution of the Tenants’ Forum is as follows: -

Definition Tenants’ Forum is part of Gloucester City Council’s decision-making procedure for policy, scrutiny, business planning approval and strategy matters relating to the management of the Council’s dwellings and related issues, such as lettings policy.

Aims and Objectives To discuss and make recommendations to the Council’s and Gloucester City Homes formal structure for decision making on matters of Housing policy and strategy and policies of city-wide interest.

To assist with monitoring high-level ALMO business performance in areas relating to policy and strategy.

Membership  One tenant representative elected from each recognised tenant organisation, Neighbourhood Panel or Partnership and a named deputy both of whom hold a secure tenancy.  One leasehold representative from each recognised leasehold organisation and a named deputy.  One representative from each themed or minority groups and a named deputy both of whom hold a secure tenancy.  Where representation of a tenant organisation covers more than 500 council dwellings, then two representatives shall be elected, plus two named deputies.

Associate Membership  Individual tenants and leaseholders (maximum two from any one area) with no voting rights until they have met criteria for obtaining voting rights*.  A spokesperson on Housing from each political party (two from ruling party).  Leader of the Council as ex-officio Member with no voting rights.  Councillors, Officers of the Council and Gloucester City Homes, its consultants and contractors, will attend meetings as necessary in an advisory capacity, with no voting rights.

Voting Rights for Council policy recommendations Only tenant/leaseholder representatives may vote at Tenants’ Forum meetings. Each representative has one vote. In the event of an equality of votes on any particular matter, the position shall be noted and reported by the City Council’s Housing Client Services Manager to the Council’s formal decision-making structure.

When a tenant representative or deputy is elected as Chairperson, he/she shall do so in a non-voting capacity. The area they represent shall then elect a new representative or deputy who will have voting rights as other tenants. This situation shall continue until a change in the chairing arrangements takes place. APPENDIX B

Members of the Board of Directors of Gloucester City Homes may attend the Tenants Forum. However they should not be representatives of tenants groups as their first duty is to Gloucester City Homes. This would conflict with their duties as tenant representative reviewing Council policy, strategy, business planning and ALMO performance monitoring.

Conduct Of Business

(a) Tenants’ Forum, at the Forum review meeting, will elect a Chairperson and Vice Chairperson from the tenant representatives and deputies for a period of 12 months. Persons elected to these posts may stand for re-election three times consecutively for the same post but must then stand down for at least a 2-year period.

(b) All meetings shall be chaired by the person who has for that year been elected Chairperson, or in his/her absence, the Vice Chairperson. In the absence of both, then the tenant/leaseholder representatives will elect the Chairperson for the meeting, but retain their voting rights. Persons elected to the post of Chair or Vice Chair should attend training on the roles and responsibilities, unless they have already done so through work or as members of their tenant group.

(c) The ruling of the Chairperson, or his/her deputy, on any questions arising from points of order shall be final. All remarks and discussion shall be through, and with the permission of, the Chairperson of the meeting.

(d) Tenants’ Forum will hold an annual general meeting between February and May, inclusive for reviewing Tenants’ Forum and its constitution and electing Chair and Vice Chair.

(e) Any changes in membership during the year must be notified in writing to the Chairperson of Tenants’ Forum, the City Council Housing Client Services Manager and Resource Manager (Legal and Democratic Services), by the respective tenant or leaseholders area. Lists of voting representatives to be sent out when there are changes before the next meeting.

(f) The date of the next meeting will be made known at the end of each meeting and circulated with the minutes.

(g) Meetings and venues will be set yearly in advance by the City Council Housing Client Services Manager in consultation with the Chair and Vice Chair of Tenants’ Forum and a representative from Gloucester City Homes.

(h) There will be a minimum of 3 meetings per year and one special meeting to consider the asset management policy for the ALMO, making a total of 4 meetings each year. This includes the AGM.

(i) The Chairperson may call an emergency meeting at any time, or at the request of at least one third, or a minimum of four tenant areas (estates), whichever is the greater, of the voting members of Tenants’ Forum. Notification of such APPENDIX B

meetings must be circulated to all Members of Tenants’ Forum at least five working days before the date of the meeting.

(j) The Chairperson and/or Vice Chairperson will meet with the City Council Housing Client Services Manager or other principal officer of the Council and a representative of Gloucester City Homes at least seven working days before the meeting to plan the agenda.

(k) Reports for the meeting should be submitted to the Chairperson or Vice Chairperson in his/her absence at least 24 hours before the agenda-setting meeting. Any voting member of the Forum or the City Council Housing Client Services Manager advisor may submit reports relating to policy, scrutiny, business planning or strategy. Reports not submitted to the Chairperson or Vice Chairperson as above will not be considered for the agenda.

(l) All papers will be produced and circulated by City Council Housing Client Services Manager or Democratic Services. The agenda will be dispatched to Members at least five working days before the meeting, or in the case of an emergency meeting, to coincide with the notification of the meeting.

(m) Minutes of Tenants’ Forum will be circulated with the agenda. Minutes of the Council’s formal structure for decisions relating to housing matters will be circulated within five working days of the meeting.

(n) Items shall be dealt with in the order that they appear on the agenda, except that the Chairperson may, with the meeting’s consent, give precedence to such business as is deemed necessary. The Chairperson may also, with the meeting’s consent, allow new items to be raised or defer such items to the next meeting.

(o) All meetings will be open to the public and publicised on the Council’s website and at GCC/GCH’s offices.

Quorum The quorum of Tenants’ Forum shall be not less than one third of the voting membership, or a minimum of four tenant areas, whichever is the greater.

Declaration Of Interest All Members of Tenants’ Forum must declare at the beginning of the meeting an interest in any matter to be considered, and during the meeting if it becomes apparent that they have an interest in the matter being discussed.

Code Of Conduct It shall be a condition of Tenants’ Forum that all persons attending Tenants’ Forum meetings shall at all times conduct themselves reasonably during meetings, and all other meetings that they attend on Tenants’ Forum’s behalf.

Reasonable conduct is defined as: - APPENDIX B

 Respect for each other, Council officers, elected Members, inviting speakers and members of the public regardless of age, gender, race, religion and disability.

 Members of Tenants’ Forum, including the Chairperson, are expected to use appropriate behaviour during discussion and debate, which includes refraining from using abusive, racist and offensive comments or remarks, or any other form of discrimination.

Continued disruptive behaviour may lead to the Chairperson asking a member to leave the room.

Any Member so removed shall not take part or vote on that particular issue and action may be taken against them.

It shall be the responsibility of the Chairperson of the Tenants’ Forum to inform the representatives’ area of the action taken against them and the reason(s).

All Members are responsible for taking action agreed by Tenants’ Forum.

All members must promote equality by not discriminating unlawfully against any person and working to ensure that the Forum is representative of all tenants and leaseholders, irrespective of age, sex, race, disability, religion and sexual orientation.

Representing Tenants’ Forum Any Members may represent Tenants’ Forum on Council or other committees. Representatives will be chosen at the meeting prior to their representation and will only take the mandate of the meeting. A deputy will be chosen at the same time. Whilst representing Tenants’ Forum all Members shall adhere to Tenants’ Forum’s code of conduct and that of the meeting they are attending.

Scrutiny All meetings will be publicised in The Tenant Times. The minutes will be published on the website.

Criteria for Associate Tenant and Leaseholder Members to become full members with voting rights at Tenants’ Forum which will exist where there is no current recognised tenant group.

1. Have to have attended a minimum of two meetings in the first year.

2. Should have ensured, with the help of Gloucester City Council and/or Gloucester City Homes, they have brought forward views from their area and kept them informed.

3. They have adhered to the constitution in particular the code of conduct as with all Members. APPENDIX B

Appendix C

Standard of meetings

The following standards will apply to all meetings arranged by Gloucester City Homes, the City Council and Tenant Groups.

For meetings arranged by Gloucester City Homes or the Council we will: -

 Invite all tenant representatives to any Neighbourhood Panel/ Focus group well in advance. (14 day notice will be given)

 Hold them at suitable times for tenants and in accessible places to make sure that as many people as possible can attend.

 Explain why we are holding the meeting and all relevant information will be sent prior to the meeting.

 Make sure that the meetings are properly run and carried out in a fair and democratic way so that everyone gets a chance to have his or her say;(See Code of Conduct). Make sure that an officer takes notes of the meeting to record the main points raised and any actions agreed. Copies will be sent to all attendees.

 Minutes of Neighbourhood Panels will be agreed with the Chairperson before being sent to out to customers.

 Information on all the Neighbourhood panels, minutes and actions plans will be available on the ALMO web site www.gloscityhomes.com

If these are minutes of meetings with a tenants association or a Tenants Consultative Committee a draft will be sent to the secretary and chairperson with one week to comment before minutes are posted on the web page and sent to all people that attended. APPENDIX B

Meetings arranged by tenants associations and consultative committees

For the meetings the tenants association arrange the associations will: -

 Publicise them effectively and in good time in line with their constitutions.

 Hold them at suitable times for tenants and in accessible places to make sure that as many people as possible can go.

 Explain why they are holding the meetings (they will send relevant information on issues they will discuss during the meeting to those they have invited to come).

 Send an agenda of the meeting to those the association has invited to come.

 Make sure that meetings are properly run and carried out in a fair and democratic way so that everyone gets a chance to have his or her say.

 Make sure that one of their representatives (for example the secretary) takes notes of the meeting to keep as a record.

 Minutes and action points will be posted on the web pages under the TA page.

 Annual meetings will be arranged with officers to review the Code of Conduct and the constitution. APPENDIX B

Example of terms of reference for a themed group

Terms of Reference for the Repairs and Major works Group

 Understand the current policy and procedures.

 Review the current policy and procedures in relation to the ALMO key business.

 To consider the performance of the Repairs service including the Relevant indicators and the Repairs satisfaction surveys forms including any new or best practice issues.

 Review the working relationships within the ALMO and the main contractors including repairs direct and any other stakeholders.

 To make available work shadowing, training, best practice updates, as the group deems necessary in line with the Best Value officer in order to be skilled in decision-making.

 Scrutinise any weak areas that may come to light under the Performance Indicators.

 Discuss solutions and make recommendations to the relevant Neighbourhood Panels.