ࡱ>  bjbj {ooE$vvvPbvvj{T}(|}|}|}  L`bbbbbbs #Jb  bc|}|}w ccc$|}|}`c`cc&\ T"vN dL<pp_#c_#cD_vv p:     CUSTOMER & COMMUNITY INVOLVEMENT STRATEGY 2010 - 2013  Details  Date approved by Project BoardNext review due2013Date of last reviewResident Involvement Strategy 2005 Community Development Strategy 2007Review frequency3 Years Author name(s) Job title(s)Helen M Barbrook, Neighbourhood Involvement Manager, Westlea HARelated policies and proceduresEstate Management Strategy Group Resident Involvement Strategy Group Regeneration Strategy Financial Inclusion Strategy Anti Social Behaviour Strategy  Contents  TOC \o "1-2" \h \z \u  HYPERLINK \l "_Toc173147219" Details  PAGEREF _Toc173147219 \h 2  HYPERLINK \l "_Toc173147220" Contents  PAGEREF _Toc173147220 \h 2  HYPERLINK \l "_Toc173147221" Introduction  PAGEREF _Toc173147221 \h 3  HYPERLINK \l "_Toc173147222" Vision, aims and objectives  PAGEREF _Toc173147222 \h 3  HYPERLINK \l "_Toc173147223" Context  PAGEREF _Toc173147223 \h 4  HYPERLINK \l "_Toc173147224" The strategy  PAGEREF _Toc173147224 \h 6  HYPERLINK \l "_Toc173147225" Performance and standards  PAGEREF _Toc173147225 \h 8 Risks .8  HYPERLINK \l "_Toc173147227" Our residents  PAGEREF _Toc173147227 \h 9  HYPERLINK \l "_Toc173147231" Equality and Diversity  PAGEREF _Toc173147231 \h 11  HYPERLINK \l "_Toc173147232" Money and resources  PAGEREF _Toc173147232 \h 12  HYPERLINK \l "_Toc173147235" Sustainability  PAGEREF _Toc173147235 \h 13  HYPERLINK \l "_Toc173147236" Responsibilities  PAGEREF _Toc173147236 \h 13  HYPERLINK \l "_Toc173147238" Action Plan  PAGEREF _Toc173147238 \h 14  Introduction Resident Involvement & Community Development is an area of strength in terms of commitment and delivery within Westlea. The Customer & Community Involvement Strategy draws on the amalgamation of both the Westlea Resident Involvement Strategy and the Community Development Strategy. The new Customer and Community Involvement Strategy will bring these two elements together for the first time. It also links directly to our commitment to communicate effectively and involve all our stakeholders. There is a detailed action plan to enable this strategy to be delivered. We are confident that this will enable residents, staff, stakeholders and partners to be central to driving all that we do. It will lead to an increase in satisfaction with opportunities to be involved and create sustainable and pleasant places where people want to live, which will enable Westlea to meet top quartile performance in this area of our work. Vision, aims and objectives We want to improve quality of life in the neighbourhoods where we work, to create sustainable and pleasant places where people want to live. We can only do this with the active involvement and support of local residents and in partnership with other community agencies. Vision: Westlea HA will work along the following principles Our Residents will be central to driving all that we do. We will provide the resources required to support the work of our Customer and Community Involvement. We will provide as wide access as possible to residents wishing to become involved to ensure as representative a level of involvement as possible. We will work in partnership to make the best use of everyones efforts, to deliver value for money and real, lasting results across every part of Westleas business. Our priorities for partnership include health and wellbeing, young people and children, employment, the environment, anti- social behaviour and neighbourhood planning and management as defined by residents. Aims: Our residents will be core to setting our priorities Our residents will define and agree our service standards We will be accountable to our residents for delivery against those standards We will give our residents the opportunity to call us to account if standards are consistently not met. We will learn from our residents feedback and tell them where this has led to improvements in our services. We will be recognised for good practice in customer and community involvement. We will meet Audit Commission standards as detailed in KLOE 5 and aim for an Excellent standard We will meet the regulatory standards for tenant empowerment as detailed by the Tenant Services Authority Our Approach We aim to offer Customer & Community involvement thats: Accessible open and useful to everyone Responsive to peoples needs, interests, concerns and preference Comprehensive affects everything that we do Founded on good information and communication knowing, understanding and connecting with our customers. We will make an impact assessment of every key Customer and Community Involvement project to check it is delivering on its outcomes and represents value for money. Above all, we want involvement that delivers real change, improvement and impact for us, our customers and their neighbourhoods. Context  This section gives some background to the service, and the environment we are operating in. We will devise Customer and Community Involvement methods to respond to the preferences expressed by residents in the Housing Association STATUS survey, Community Development Baseline Survey, local service standards and using the demographic profile of our residents We will work within the Regulatory frameworks of the Audit Commission and the Tenant Services Authority, aiming for excellence in our performance. We will draw on best practice from other organisations including the NHF iN Business network We will continue with accredited projects from Housemark e.g. Residents Business Plan We will continue to be in the top ranking for Quality Housing Services (QHS) performance monitoring of resident involvement We will continue to seek awards from National Housing Federation iN Biz, Housing and Regeneration We will continue to communicate with residents via their preferred methods expressed in the STATUS surveys Westlea Housing Association has nearly 7000 homes in and beyond North Wiltshire. These are a mix of general needs and supported housing. Definition of resident: Anyone with a tenancy with Westlea including leaseholders, those in temporary and supported accommodation and shared owners. Within community based projects where applicable owner occupiers who live within the relevant community. Tenant Profile 2009 Westlea HousingTenants*Home ownersAgeHouseholds with at least one member over 6050%7%Families with child/ran under 1626%40%Age29% under 45 (41% are over 65)76% under 45Average length of tenure49% over 10 yearsN/AGenderMale39% 39%Female61%61%DisabilitySomeone in household has a disability or long term illness49%9%Someone in household uses a wheelchair7%N/AEthnicityWhite British97%86%White Irish1%2%Other White0.4%5%Mixed1%4%Asian0.2%0%Black or Black British0.2%0%Chinese0%2%EmploymentRetired40%5%In work30%84%Permanently sick or disabled12%0%IncomeAverage weekly income (after tax)56% earn less than 200 50% earn 300-450Receive Housing Benefit59%N/A The strategy  Westlea HA will deliver the following strategy. We will provide a menu of opportunities through the Westlea Involvement Guidelines for all Westlea Housing Residents (and the wider community) to be involved and influence the decisions made at Westlea. We will offer all residents a relevant and accessible training programme, based on residents needs, including an accredited programme to support their involvement in different involvement mechanisms. The needs audit will determine the scope and content of the programme. The training programme will be published, with feedback on satisfaction and be monitored by the Residents Forum. We will develop outcomes from Neighbourhood Walkabouts with residents and local partners in order to develop both long and short term initiatives, e.g. diversionary activities or activities supporting the community development strategy action plan. These outcomes will be published to residents and updated regularly on a You said. We did format, linking to the Estate Management strategy commitment. We will ensure residents play an active and central role in improving services and we will continue to resource and support the Residents Business Plan to ensure residents influence the business plan decision making process. We will work in partnership with residents and partners in all our service reviews. Each service area i.e. from repairs to rents will have residents involved in setting and measuring their service standards. We will feedback from all service improvement activities to acknowledge the input received from our customers. We will plan events and consultations with equality and diversity in mind. We will agree the purpose, actions, costs, roles and responsibilities, timescales and expected outcomes for all activities before we start. We will send out feedback including information about You Said, We will We will continue to work in partnership to make best use of everyones efforts, to deliver value for money and real, lasting results. Our priorities for partnership include health and wellbeing, young people and children, employment and training, the environment, anti social behaviour and neighbourhood planning and management. In partnership with residents, partners and stakeholders we will each year review all our involvement and community development activities and carry out an impact assessment. This will give us an overall picture of how involving resident has added value and helped us to improve services and influence outcomes. Provide staff Customer Involvement & Community Development training to raise awareness of regulatory expectations; best involvement practice and the benefits of resident involvement and community development approach All staff to have a Resident Involvement objective in their performance plans. Partners: We will be working with a number of partner organisations to ensure that we are top level performers in resident involvement. This will include: Tenant Participation Advisory Service National Housing Federation Quality Housing Service Housemark Chartered Institute Of Housing Homes and Community Agency Audit Commission We will also be working with a number of local partner organisations to build on existing Service Level Agreements to ensure that we increase the proportion of people satisfied with their neighbourhoods in the areas of health and wellbeing, young people and children, employment, the environment, anti-social behaviour and neighbourhood planning and management. This will include: Barnardos Wiltshire Young Carers Wiltshire Youth Development Services Carers Support North Wiltshire, LINK Community Transport and Good Neighbour Scheme Wiltshire and Swindon Sports Partnership (WASP) Local Children Centres Extended Schools providing facilities and services to the community Community Area Boards A partnership event was held, with 35 partner organisations attending to talk about joint working within the new strategy. Performance and standards  Benchmarking Satisfaction with taking residents views into account Top Quartile performance 69.2% (House Mark 2010) Westlea 2009 65% Standards We will meet the standards of excellence set out in the Audit Commissions KLOE 5 We will fulfil the requirements of the Housing Corporations People First policy & circular issued May 2007. We will respond to enquiries about Resident Involvement within 5 working days. We will provide residents with training, including accredited training, to support them to be involved in WIG mechanisms, neighbourhood monitoring and other volunteer opportunities We will feedback to all residents utilising a variety of communications methods including local newsletters and you said, we will feedback newsletters We will provide reasonable transport and/or travel costs as detailed in our Westlea Involvement Guidelines We will provide a service that is accessible to all residents We will provide a service that is accountable to all residents We will provide a service that is inclusive for all residents Main Risks: We will minimise the main risks associated with our Customer and Community Involvement Strategy 2010 -2013 RiskHigh/Medium/LowHow we will manageApproach and plans for involving residents does not reflect in the corporate plans LowCommitment has been made via the GreenSquare Resident Involvement Strategy Projects fail to achieve intended outcomes and are value for moneyLow Monitor partnership service level agreements. Carry out 5th Community development survey to identify impact and residents views Failing to produce clear Customer & Community Involvement statement current regulation LowWIG reviewed yearly with residents, staff and board members Customer & Community Involvement Strategy monitored quarterly by the Residents forum We must be able to demonstrate how residents have bee involved and the degree of their influence Medium We will continue to use the impact assessment tool kit the strategy has a commitment to support and empower staff to deliver impact assessment for their service area Tenant Services Authority new regulations & forthcoming elections Medium Have engaged on a TSA research project on standards as good practice provider and will continue to receive regular updates via the TSA website and ensure we keep update to date with the final proposals. Not spending the full Community Regeneration Budget LowThe Community Regeneration Board has tight control of the budget, we expect to spend in full in 2009/10  Our residents  Residents at the centre We will listen and take account of the priorities of our residents and we will give all our residents the opportunity to agree the standards for the delivery of our products and services. We will be accountable to our residents for delivery against those standards and will give our residents the opportunity to call us to account if standards are consistently not met. We will learn from our residents feedback and tell them where this has led to improvements in our service. The new Customer & Community Involvement Strategy has been reviewed and developed in partnership with residents, employees, Board members, stakeholders and our partners with whom we have service level agreements. The detail of the strategy has been put together by a resident working group. Those consulted were invited to make comments and in particular to take into account Westleas 2009 STATUS survey results and follow-up focus groups with residents run by an independent facilitator The 2009 Community Baseline Survey, covering six key neighbourhoods An independent mock audit of our involvement service Research into best practice by other housing providers provided by an independent consultant The Tenant Services Authoritys draft national standards Staff suggestions and related strategies Westlea Involvement Guidelines (WIG) A menu of opportunities for residents to get involved, at the level that best suits them Power of Partnerships our approach to working with statutory, voluntary and community organisations, the private sector, charities and other agencies to offer creative, long-term support communities Taking into consideration the consultation results the working group have influenced the way Westlea will deliver its new Customer & Community Involvement Strategy by setting the four key priorities: which are as follows Have an impact on the whole organisation residents needs and views must shape everything we do from the doorstep to the boardroom. Communicate and use information better give residents and partners clear feedback on how we respond to involvement and what difference it makes. Improve the way collect, store, use and update information about residents and communities, to help us target our services and resources. Work in partnership make the best use of everyones efforts, to deliver value for money and real, lasting results across every part of Westleas business. Our priorities for partnership include health and wellbeing, young people and children, employment, the environment, anti-social behaviour and neighbourhood planning and management. Involve more people, and a wider range of people, in new and different ways especially families, and by using new technologies and offering appropriate incentives and rewards to encourage and thank people for their input. We invited the working group of 13 residents who attended the final meeting to vote on the final document including the action plan ensuring that we had taken on their views and priorities the results are as follows Priority /Action PlanResultsImpact on the whole organisation 6 Strongly Agree 7 Agree Communicate and use information better 6 Strongly Agree 6 Agree 1 Strongly disagree (we asked the group if they would like to discuss this further no further comments were made)Work in Partnership4 Strongly Agree 8 Agree 1 Disagree Residents will have the opportunity to influence their neighbourhoods and services in new and different ways6 Strongly Agree 6 Agree 1 Disagree We also asked the group how much they approved of the strategy 4 Strongly Agree 8 Agree 1 Disagree We also ask the group if they were happy with the name 13 Agreed  By making tangible progress on these priorities, we believe we can move towards excellent, three-star involvement and support sustaining our neighbourhoods. Monitoring Resident involvement Monitoring of this strategy will be done with the Resident Forum (District Forum) who have been consulted on the strategy. They will receive quarterly updates from the Neighbourhood Involvement Team. They will look at the annual impact statements and comment to the Westlea Board of Management on the success and otherwise of the strategy The Westlea Board of Management has two members who have a portfolio responsibility for the Resident Involvement and Sustaining our neighbourhoods. The portfolio members for Resident Involvement have been included in the working group Equality and Diversity  We will respect and value the diverse needs of our residents and local community, whether those needs are personal or collective. We will apply our understanding in the design and delivery of our products and services, ensuring they are equally accessible to all. Corporate Plan. We will know who our hard to reach groups are & measure our success at targeting engagement with those groups We will engage with relevant specialist agencies and organisations that represent identified hard to reach residents. The residents communications plan will pay particular reference to communication methods suitable for our hard to reach groups We will talk to individual members of hard to reach groups especially to assess their needs We will evaluate and recommend improvements on how to engage with hard to reach groups annually We will ensure that all venues and locations are accessible for all We will ensure that reasonable travel costs are covered We will provide translation and interpretation services as required We will provide care allowances We will provide plain English literature We will provide timings and styles of meetings to suit a range of people We will provide an assessment of individual needs and respond reasonably within resources Money and resources  We will know the cost of our products and services and how it compares to highly performing competitors. We will aim to be in the second quartile or better for costs by the end of 2011/12. By putting residents at the centre we will know what residents value and prioritise our investment accordingly. We will regularly demonstrate to our residents the value for money that we achieve. Corporate Plan. We will continue to support both aspects of this strategy by providing a dedicated staff team that works both directly with residents and supports staff to ensure that residents influence all that we do, The Neighbourhood Workers role will change slightly in that they will still be linked to our regeneration areas but will also be able to provide floating support for other community based initiatives identified by residents and staff, We will provide an annual budget of 320k through the Community Regeneration Board for the Service Level Agreements with partners and community development work within our neighbourhoods. Value for money Each key project will have an impact assessment that examines value for money and checks this against the outcomes delivered by the project or involvement mechanism. We will continue to support those that deliver high impact and low costs and review those that deliver low impact and high costs. We will produce an annual impact statement for both the Residents Forum and the Board of Management with recommendations on future work. We have developed with our Finance Section a matrix of costs of both staff time and direct costs so we can evaluate the true costs of all involvement activities. Sustainability  Our priority will be to invest where there are most benefits to residents. We will account for the return on this investment annually to residents and stakeholders. Corporate Plan. Resident Involvement in decision making on service standards ensures improved decision making and excellent customer services in the neighbourhoods where residents reside Joint Residents Business Plan will ensure that residents benefits are given priority Improved skills for those residents involved results in employment opportunities and improved health for residents Our commitment to local communities and a residents led agenda will result in more sustainable communities Increased access for residents to the digital world will improve residents life chances. Every other year a community baseline survey will be carried out in key neighbourhoods to check that we are meeting, with partners, residents needs in their neighbourhoods Develop and improve internal group working partnerships by ensuring greater participation in the wider group social and economic Regeneration debate. Ensuring that all work is linked into the greater contextual group thinking. Responsibilities  Responsibility for delivering this strategy and the key tasks within it lie with: Helen Barbrook, Neighbourhood Involvement Manager, Westlea Housing Association Action Plan Customer and Community Involvement Strategy 2010-2013 - year by year These are the key things we want to achieve each year to meet the priorities and vision set out in our strategy. Impact on the whole organisation Create an involvement culture so that residents needs and views shape everything we do from doorstep to the board room Measure the impact based on the outcomes of all involvement and partnership activities Year 1 2010 - 2011Year 2 2011- 2012Year 3 2012 - 2013Improve services by involving residents in reviews as agreed in the Service Review programme utilising engagement methods outlined in the Westlea Involvement Guidelines. Engage residents in target setting and scrutiny of all services, to increase the range of people involved, choice and satisfaction levels, in line with the mock audit inspection results Appoint high-quality, customer-focused staff, contractors and suppliers by involving residents in recruitment and selection Provide staff training and support to deliver impact assessments for their service areas Review the Residents Business Plan process with participants and the Scrutiny Panel. Deliver revised Residents Business Plan process and ensure resident influence on the corporate planImprove services by involving residents in reviews as agreed in the Service Review programme utilising engagement methods outlined in the Westlea Involvement Guidelines. Continue to engage residents in target setting and scrutiny of all services, to increase the range of people involved, choice and satisfaction levels, in line with the mock audit inspection results Appoint high-quality, customer-focused staff, contractors and suppliers by involving residents in recruitment and selection Support staff to deliver impact assessment for their service areas Deliver revised Residents Business Plan process and ensure resident influence on the corporate plan. Improve services by involving residents in reviews as agreed in the Service Review programme utilising engagement methods outlined in the Westlea Involvement Guidelines. Continue to engage residents in target setting and scrutiny of all services, to increase the range of people involved, choice and satisfaction levels, in line with the mock audit inspection results Appoint high-quality, customer-focused staff, contractors and suppliers by involving residents in recruitment and selection Empower staff to deliver impact assessments for their service areas. Deliver revised Residents Business Plan process and ensure resident influence on the corporate planCommunicate and use information better Give residents and partners clear feedback on how we respond to involvement and what difference it makes Improve the way we collect, store, use and update information about residents and communities, to help us target our services and resources on peoples needs and aspirations TARGET - increase the proportion of residents satisfied with the information we provide to upper quartile. Year 1 2010 - 2011Year 2 2011- 2012Year 3 2012 - 2013Strengthen communication and feedback to residents by developing and implementing a new residents communications action plan, with the residents communications group. Train staff and residents in plain language to provide clear, accessible information in all print and online formats Use resident profile information to develop use of peoples preferred methods of communication with Neighbourhood Housing Officers Investigate and develop the use of telephone, mobile, online and other digital technology to reach and involve a wider range of people and provide feedback to residents. Implement the Residents Communications Strategy 2010 -2013 monitored by the Residents Forum Support staff to work with residents in partnership to provide accessible information Use resident profile information to improve services and satisfaction for families with children, vulnerable residents and people from black and other ethnic minorities Use new telephone, mobile, online and other digital technology to reach and involve a wider range of peopleThe Residents Forum will monitor and evaluate the Residents Communications Strategy. Support staff to work with residents in partnership to provide accessible information Use resident profile information to improve services and satisfaction for families with children, vulnerable residents and people from black and other ethnic minorities Monitor and review the effectiveness of the use of new telephone, mobile, online and other digital technology to reach to involve a wider range of people Work in partnership Make the best use of everyones efforts, to deliver value for money and real, lasting results across every part of Westleas business Support the strategic objectives of local authorities in Wiltshire and Swindon, with new and extended partnerships for health and wellbeing, young people and children, employment, the environment, anti-social behaviour. TARGET increase the proportion of people satisfied with their neighbourhoods in the areas covered by the Community Development Survey and reduce the number of red lights (less than 51% resident satisfaction) and move some areas to green lights (over 67% resident satisfaction) Year 1 2010 - 2011Year 2 2011- 2012Year 3 2012 - 2013Use the Community Development Survey results to target services with partners to support residents and communities including, building on existing Service Level Agreements with Barnardos, Wiltshire Youth Development Service, Carers Support North Wiltshire, Wiltshire Young Carers, LINK and Wiltshire and Swindon and Sport Partnership . Raise awareness and of services on offer to both residents and staff to increase take up and value for money. Link to Area Board and Area Partnerships, support residents participation in local democratic structures and ensure residents priorities are included in their service priorities Pilot and develop a garden share scheme; link to the garden handy help scheme and the provision of allotments. Complete existing ENCAMS safe, clean and green project. Develop partnership projects to tackle crime and anti-social behaviour and support residents health and well being including working with Childrens Centres, extended schools and SPLASH. Improve residents access to money advice, banking services and affordable credit by supporting the implementation of the financial inclusion action plan with partner organisations. Continue to support Whatever and develop Want Now; link to 4ward 2work initiative to develop local labour and training initiatives. Refocus and develop the role, constitution, membership and work of the District (Residents) Forum to support the Customer and Community Involvement Strategy Work with Wiltshire Youth Development Service to divert young people from crime and /or anti social behaviour and increase young peoples input to decision makingMonitor partnership Service Level Agreements. Carry out a fifth Community Development Survey to identify impact and residents views and priorities in key neighbourhoods. Raise awareness and of services on offer to both residents and staff to increase take up and value for money. Link to Area Board and Area Partnerships, support residents participation in local democratic structures and ensure residents priorities are included in their service priorities. Extend the safe, clean and green neighbourhoods programme in partnership with Wiltshire and Swindon local authorities Develop partnership projects to tackle crime and anti-social behaviour and support residents health and well being. Improve residents access to money advice, banking services and affordable credit by supporting the implementation of the financial inclusion action plan with partner organisations Study outcomes and opportunities to develop the right type of employment initiatives in the right areas linking to the development strategies of statutory and commercial agencies and the group development and regeneration strategies. Monitor and review Residents Forum Constitution and Team Action Plan via the annual impact assessment Support Area Youth Partnerships to implement the Area Youth Strategies. Review partnership Service Level Agreements, using the results of the Community Development survey to target services with partners to support residents and communities. Raise awareness and of services on offer to both residents and staff to increase take up and value for money. Link to Area Board and Area Partnerships, support residents participation in local democratic structures and ensure residents priorities are included in t heir service priorities. Support low-income households by developing a recycling/exchange scheme for residents in partnership with Wiltshire and Swindon local authorities. Develop partnership projects to tackle crime and anti-social behaviour and support residents health and well being. Continue to improve residents access to money advice, banking services and affordable credit by supporting the implementation of the financial inclusion action plan with partner organisations. Study outcomes and opportunities to develop the right type of employment initiatives in the right areas linking to the development strategies of statutory and commercial agencies and the group development and regeneration strategies. Monitor and review Residents Forum Constitution and Team Action Plan via the annual impact assessment Support a joint vision and commitment for all partner organisations to take coordinated approach for young people, especially those living in North Wiltshire Residents will have the opportunity to influence their neighbourhoods and services in new and different ways Use new technologies and offer appropriate incentives and rewards to encourage and thank people for their input Support residents and build their capacity to make meaningful use of opportunities to be involved in neighbourhood planning and management Boost involvement , residents with disabilities, families, vulnerable residents and people from black and other ethnic and cultural minorities TARGET - increase the proportion of residents satisfied with the way their views are taken into account from 65% to 88% Year 1 2010 - 2011Year 2 2011- 2012Year 3 2012 - 2013Give residents direct influence over local spending by participatory budgeting in all estate management areas. Include a study with Group Regeneration and the New Economics Foundation on Plugging the money drain Design local standards and flexible services that offer choices. Work with residents to develop and implement local neighbourhood standards, action plans and performance targets including sustainability indicators with the estate management service and partner organisations Increase accountability and control by developing local management and neighbourhood partnerships agreements for at least two key areas with local budgets Hill Rise, Chippenham; Colemans Farm, Calne Investigate a flexible range of incentives to encourage, acknowledge and reward residents for their ideas and input. Engage hard to reach groups more effectively by combining community and partnership activities with consultation on key service and business issues target families as a hard to reach group. Develop and use more qualitative surveys to measure residents perception about services and communities; develop quarterly programme with other service areas. Continue to recruit and train residents to the market research team and sell service to other organisations. Provide residents with training, including accredited training, to support them to be involved in WIG mechanisms, neighbourhood monitoring and other volunteer opportunities with partner organisations. Satisfaction monitored by the Residents Forum. Develop participatory budgeting and residents capacity to keep spending VFM and in the local economy Delivery of local standards in partnership with residents and partners; Resident Inspectors to check on new standards. Monitor against the sustainability indicators. Measure and evaluate the impact of the pilot agreements in partnership with residents and partners and roll out to other estate management areas. Implement and monitor the effectiveness of incentives and methods of involvement Engage hard to reach groups more effectively by combining community and partnership activities with consultation on key service and business issues target hard to reach groups Evaluate and review the impact of surveys. Continue to recruit and train residents to the market research team and sell service to other organisations. Provide residents with training, including accredited training, to support them to be involved in WIG mechanisms, neighbourhood monitoring and other volunteer opportunities with partner organisations. Satisfaction monitored by the Residents Forum. Develop participatory budgeting and residents capacity to keep spending VFM and in the local economy Monitor local standards in partnership with residents and partners against the sustainability indicators. Resident Inspectors to check on new standards Measure and evaluate the impact of the agreements in partnership with residents and partners. Review the effectiveness of incentives and methods of involvement Engage hard to reach groups more effectively by combining community and partnership activities with consultation on key service and business issues target families as a hard to reach group. Evaluate and review the impact of surveys. Continue to recruit residents to the market research team and sell service to other organisations. Provide residents with training, including accredited training, to support them to be involved in WIG mechanisms, neighbourhood monitoring and other volunteer opportunities with partner organisations. Satisfaction monitored by the Residents Forum.      Page  PAGE 2 02/03/2010 Page  PAGE 21 FGJSTVuv  _   ! + - . 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