BEST VALUE REVIEW OF
COMMUNITY ENGAGEMENT
IMPROVEMENT PLAN
APRIL 2005
Salford City Council
SERVICE AREA: ALL
BEST VALUE REVIEW: - COMMUNITY ENGAGEMENT
SERVICE IMPROVEMENT PLAN
Reason
Code
Reason
Code
Reason
Code
Reason
Code
Fix a Poor PI
A
Better systems for
supporting services
D
Minor efficiency savings
G
K
Better services for users
B
E
C
Better day-to-day
management
Saving money to fund
improvements elsewhere
H
Delivering local/national
priorities
Better cross-council and
partnership working
More equitable access
More effective
partnerships with outside
bodies
Resources re-directed to
achieve Council
ambitions
F
J
L
GEOGRAPHICAL ENGAGEMENT
ACHIEVEMENTS: Significant work has been undertaken that has helped the council to deliver many of the developments which were
called for within the Improvement Plan.
NEIGHBOURHOOD MANAGEMENT
Agreement on service delivery model


Building capacity to improve responsive, local service delivery.



Accessibility of Community Committee processes




Considerable work undertaken with the key strategic partners to
establish the Community Committee structure as the means for
integrated service delivery model to communities.
Joint planning between the City Council, PCT and Police
ensured that the redrawing of ward boundaries, on which
Community Committees are formed, did not undermine ability
of the partners to work to coterminous boundaries and to join
up services when the new boundaries come into effect.
The model is now fully in place across the city
Funding secured from HMRF until 2006 to support
neighbourhood management developments.
The issue of funding from April 2006 has been raised and will
be progressed in the coming months
Membership of Community Committees open to any
community or voluntary group located in the area.
All Community Committees now produce newsletters.
Joint working established in Community Committee areas with
Community Organisers, employed by the Community Network
to increase the number of people involved in Community
Committee processes.
Each Community Committee will be reviewed to ensure that it
is representative of the wider population that it serves
Greater local decision-making





Sharing good practice




Devolved budgets agreed for Community Committees.
Additional resources have been devolved to Community
Committees from various funding streams
o CAD
o SRB
o Children’s Fund
o Connexions
Green Directory established to assist prioritisation of grounds
maintenance expenditure in communities.
Neighbourhood Renewal Funds allocated to Community
Committees.
Examples of community-based solutions to local priorities
based on a developing model of commissioning services.
Good Practice in Community Involvement Project established
and working well under banner of LSP.
Each Neighbourhood Manager is a ‘Champion’ of a work
theme and shares good practice with colleagues
Neighbourhood Managers meet at least fortnightly and share
good practice
Quarterly meetings of Chairs / Dep Chairs of Community
Committees
AREAS FOR IMPROVEMENT
GEOGRAPHICAL ENGAGEMENT-THE INVOLVEMENT OF THE LOCAL STRATEGIC PARTNERSHIP
PERFORMANCE IMPROVEMENT PLAN
Neighbourhood management
Action Points
Actions Required
The development
of a common
approach across
the partnership to
local service
delivery
Agreement of the police,
PCT and City Council to
adopt a neighbourhood
management approach
within each Community
Committee area.
Responsible
Officer
Brian Wroe,
Community &
Social Services
Directorate
Reason for
Improvement
BCEHK
Resources
Existing
Agreement on new,
coterminous boundaries
for Community
Committees, following
ward boundaries review.
Brian Wroe
Within
current
resources
Establishment of
an integrated
service model that
is responsive to
local need
The creation of a
Neighbourhood
Management Team, led
by a Neighbourhood
Manager, which is
responsible for the
delivery of key services
in each Community
Committee Area.
Brian Wroe
BCEHK
Housing
Market
Renewal
Funding,
NRF and
SRB V
funding
Ensure that the
model for local
service delivery is
Establish clear
responsibilities and
accountabilities for local
Brian Wroe
H
Within
current
resources
Performance
Measure
Agreement reached at
City Council Cabinet,
PCT Board, senior
management team of
Salford Police and the
LSP
Timescale
Achieved
New Community
Committees established
based on new ward
boundaries.
Achieved
Neighbourhood
Managers appointed

Neighbourhood teams
established

Executive Groups
established in East
Salford

Executive Groups
being established
elsewhere
Role definitions agreed
and published for
neighbourhood teams,
Achieved

Achieved
robust and
effective.
service delivery across
the partnership.
Establish clear reporting
mechanisms on progress
of Community Action
Plans to Community
Committees.
Executive Groups and
political executives.
Neighbourhood
Managers
Quarterly reports to
Community Committees
Every quarter
Improve
accessibility of
Community
Committee
processes to
local people.
Increase the number of people
involved in Community
Committee processes.
Consult with Community
Committees on introduction of
more accessible formats for
Community Committee
meetings.
Gain better understanding of
the level of community
involvement in the work of
Community Committees.
Share best practice across
Community Committees and
explore opportunities for joint
working across Community
Committees.
Review arrangements for the
publicising of Community
Committee events.
Brian Wroe /
Sarah
HausamanRoberts, Good
Practice in
Community
Involvement
Project.
B
Within
existing
resources
Protocol agreed with Community Ongoing
Network aimed at increasing
participation in the work of
Community Committees.
Proposals discussed with
Community Committees.
Achieved
Brian Wroe,
Neighbourhood
Managers and
SarahHausamanRoberts
Pilot neighbourhood forums, to
feed into the Community
Committee, in East Salford
Community Committee.
Achieved
Neighbourhood
Managers /
Sarah
HausamanRoberts
Workshops held for
Achieved
neighbourhood team members
and other community activists on
involving local people in the
delivery of services.
Sarah
HausamanRoberts
Establish web-site of good
practice in community
involvement
Achieved
Sarah
HausamanRoberts
Support to the quarterly
meetings of the consultation
network; marketing plan in
progress
Ongoing
Director of
Baseline measure of involvement Achieved
of residents in Community
Committees established and
reported in Community Action
Plans.
March 05
Establish a
programme for
greater
devolution of
decision-making
to communities.
Review existing per capita
funding to Community
Committees.
Brian Wroe
BDL
Reconfigura
tion of
existing
budgets
Cabinet decision taken to
increase allocation to £2 per
capita. Further work now
ongoing by Community Pride.
Partly
achieved
July 05
Review of Directorates’
current decision-making
processes on spend in
communities.
Brian Wroe /
BCE
Bill Taylor,
Deputy Director
of Development
Services
Framework agreed for
Sept 05
community decision-making into
priorities for road / pavement
repairs and spend of Section 106
monies.
Cabinet paper agreed to inform
Achieved
directorates of local priorities.
Review of budgets to support
community activity that are
currently managed centrally.
Brian Wroe
Review undertaken; Play
Schemes, Luncheon Club and
Community Use of Schools
budgets devolved
Achieved
but work
will
continue
Build capacity of local people
to participate in greater local
decision-making.
Brian Wroe /
CVS / Sarah
HausamanRoberts/Comm
unity Network
Training and Development
programme on financial
management delivered to
Community Committee
members.
Achieved
but work
will
continue
Training Partnership established
with CVS and Community
Network, aimed at building
capacity of local people to be
involved in local decisionmaking.
July 05
Pilot integrating Public Voice on
Policing meetings with
Community Committee
Sept 05
Integrate and streamline
consultation and decisionmaking processes at
Community Committee level
Brian Wroe /
Supt Paul
Brookes /
Community
Safety Unit
CF
EK
Application
for funds to
LSC and
Community
Network
Within
existing
resources
The Scrutiny
Role of
Community
Committees
Pilot a scrutiny process within
a Community Committee Area
on a subject of local
significance.
If pilot is successful introduce
Local Scrutiny across all
Community Committee Areas
Russell
BernsteinPersonnel and
Performance
BK
Within
existing
Resources
Pilot undertaken and evaluated
Guidance on Scrutiny for all
Communities produced and
implemented
Sept 05 to
complete
pilot.
Introduce
citywide
March 2006
GEOGRAPHICAL ENGAGEMENT – Involving local people in the processes of the Community Committees and establishing local
priorities.
ACHIEVEMENTS:
Establishing a consistent model for Community Action Plans that
will facilitate linkages to citywide strategic forums.

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
Building capacity and involving local people.


From 2003-04, all Community Action Plans have followed the
seven themes of the Community Plan.
Community Action Plans now produced at a time when they
can influence budget allocation decisions.
Cabinet agreed for directorates to be informed of local priorities
to influence allocation of resources
Network of local task groups involving local people and
officers, based on the Community Plan themes.
Reporting mechanisms established from task groups to
Community Committees.
Youth forums established in most Community Committees and
funds allocated to young people groups in every Community
Committee (Youth Bank) to decide on local priorities for young
people.
GEOGRAPHICAL ENGAGEMENT - IMPROVING THE IMPLEMENTATION OF COMMUNITY ACTION PLANS
AREAS FOR IMPROVEMENT
Action Points
Actions Required
Responsible
Officer
Reason for
Improvement
Resources
Performance
Measure
Timescale
To maximise
the involvement
of local people
in the
development of
local priorities
To ensure that
local priorities,
expressed
through
Community
Action Plans,
are responded
to effectively.
All Community Action Plans to
include the methods by which local
peoples’ priorities are identified.
Brian Wroe
FK
Community Committees will link
with the SRB5 Project “Good
Practice in Community Involvement”
to help broaden involvement in
developing Community Action Plans.
Brian Wroe /
FK
N’hood
Managers &
Sarah
HausamanRoberts, Good
Practice in
Community
Involvement
Project
Officers participating in Task groups
will be responsible for ensuring that
their Directorates are aware of
emerging local priorities
Brian Wroe /
N’hood
Managers
H
An Annual report will be presented
to Cabinet and to the LSP analysing
themes which are emerging from all
Community Action Plans and their
implications for Directorates and
Service and Corporate Plans.
Brian Wroe
Diana Martin
and Sheila
Murtagh
EH
Within
existing
resources
Audit of
Community
Action Plans
Achieved
Quality Standards
for Community
Involvement
agreed by the
LSP
Achieved
Quality Standards
for Community
Involvement
applied in the
preparation of
Community
Action Plans
Within
existing
resources
Executive Groups
to monitor
performance and
identify
blockages
Sept 05
Annual Report to Dec 05
Cabinet and to
each of the seven
Strategic Delivery
Partnerships on
strategic issues
identified
Community
Action Plans.
Framework
agreed with LPS
Strategic Delivery
Partnerships for
progressing
priorities of
Community
Action Plans
BEST VALUE REVIEW: ENGAGING WITH BLACK AND MINORITY ETHNIC COMMUNITIES
ACHIEVEMENTS
Developed a framework across the
Local Strategic Partnership for engaging
with BME communities
o Review of role and functions of peer review group four.
o Consulted with Salford’s BME communities on establishing a citywide diversity forum.
o Produced a consultation report as basis for establishing Diversity Leadership Forum
Progress in co-ordinating activity across
the Partnership
Understanding the BME community in
Salford
o Established Diversity Leadership Forum, Executive Group and agreed roles and programme of work
o Agreed and implemented the post of Community Cohesion Manager
o Consultants from the Improvement and Development Agency appointed to complete Baseline
Assessment and fieldwork.
o Multi Agency Forum established to address Refugee and Asylum Seeker issues
o Scrutiny Commission Report on Refugees and Asylum-seekers in Salford produced.
Strengthening the BME Community and
Voluntary Sector in Salford
o New base for Yemeni Community Action Group established in Eccles
o Administrative support for Salford Link Project’s Translation and Interpretation Service provided
o Business Plan developed for Salford Link Project.
o £20,000 bid submitted to Office of Deputy Prime Minister jointly with Rochdale MDC to learn from
sharing Rochdale’s best practice in Salford. This bid has proved successful.
Communication and Information
o Database of positive images of BME citizens in Salford established.
o Black History Month held across Salford
o Quarterly Diversity Leadership Forum established attended by wide variety of people from BME
Communities
PERFORMANCE IMPROVEMENT PLAN
Action Points
Acquiring and maintaining
base-line information on
Salford’s BME
communities
Actions Required
The Development Services
Directorate to produce
quantitative base-line
information on Salford’s
BME communities and
establish a database and
mechanisms to ensure
information is kept up to
date.
Undertake qualitative
analysis of Salford’s BME
Communities and produce
Action Plan for LSP to
improve engagement with
Salford’s BME communities
and build cohesion in the
city
Responsible
Officer
Director of
Development
Services
Reason for
Resources
Improvement
DEHKL
Within
existing
resources
Performance
Measure
Database
operational
SRB 5
Cohesion
Project
DEHKL
Action Plan
produced
£9,000 from
SRB5
Cohesion
Project
Presentation to
LSP and seven
Strategic
Partnerships
Timescale
June 04
Achieved
Action Points
Actions Required
Establish a clear vision and
priorities for working with
and supporting established
and emerging BME groups
in the City
Initiate a range of actions
across the LSP which will
(a) Help develop links
between BME
communities and key
decision making bodies
in Salford.
(b) Encourage the
participation of BME
communities in user
groups.
(c) Foster links between
BME groups and other
community groups.
(d) Help develop an
investment strategy for
BME groups across the
LSP.
(e) Promote skills
appropriate to and
awareness of BME
communities for
community workers
across the city.
(f) Help promote increased
participation by BME
citizens in political
processes.
Responsible
Officer
Bhupendra
Mistry
Reason for
Improvement
Resources
Work
undertaken
along with
outside
consultant,
E Bassa
Performance
Measure
Community
Cohesion
Strategy agreed
across the LSP.
Timescale
March 05
Annual audit of
BME
involvement in
LSP and its
networks.
Ditto
Annual audit of
cohesion activity
in each
Community
Committee Area.
Sept 04
Investment
strategy produced
and implemented
by major funders
Skills and needs
identified.
Programme being
delivered as part
of the CVS and
Community
Network Training
Partnership
Annual audit of
BME
membership of
political parties
March 05
March 05
Dec 05
Action Points
Strengthening the BME
Community and Voluntary
Sector in Salford
Organisational change and
Development
Actions Required
Responsible
Officer
Identify and map existing
groups and note gaps where
BME communities have no
active community or
voluntary groups. This links
to the Baseline Assessment.
SRB 5
Cohesion
Project
Identify groups, agencies,
activities currently engaging
with BME communities.
This links to the Baseline
Assessment
Ditto
Reason for
Improvement
B,C,E,F
B,C,E,F
Resources
Performance
Measure
and Community
Committees
SRB 5
Cohesion
Project£50,000 per
annum and
existing
resourcesfor all
Map produced.
Gaps identified.
Timescale
Achieved
Action Plan
produced by
Workers network
Database of
activity produced
Achieved
Identify potential sources of
funding and support for
BME groups across the LSP.
Ditto
B,C,E,F
Database of
funding produced
Achieved
Develop and maintain a
network of workers
engaging with BME
communities.
Ditto
B,C,E,F
Network
established and
priorities,
roles and
responsibilities
identified
Achieved
Programme of
work based on
agreed priorities
approved by
Diversity
Leadership
Forum.
Ongoing
Organisational change and
Bhupendra
development to improve
Mistry
engagement with BME
communities and build
cohesion will be pursued
through building strong links
between the new Diversity
Leadership Forum and the
Local Strategic Partnership.
B,C,D,F,K,L
SRB5
Cohesion
Project and
existing
Action Points
Actions Required
Work jointly to increase
cultural awareness and
appropriate skills for
Councillors, staff and
members of Salford’s
communities.
Work in partnership to
develop commissioning and
procurement strategies
which will support the
development of social
enterprises in BME
communities.
Responsible
Officer
Director of
Performance
& Personnel
Bhupendra
Mistry
Reason for
Improvement
Resources
Performance
Timescale
Measure
Training
Dec 05
programme
(Equilibra) agreed
across LSP
Commissioning
Achieved
Strategy produced
and implemented
Action Points
Communication and
Information
Actions Required
The image of the city is
promoted as being culturally
diverse and proud to be so.
This links with the work
currently underway on
promoting the city.
Using the information from
the Baseline Assessment a
profile is constructed in
respect of the relative
demand for different
languages in the city
On the basis of the above,
the Diversity Leadership
Forum with the LSP, to
develop guidance on
communicating with
Salford’s BME
communities.
Responsible
Officer
Director of
Comm’n and
Marketing
Reason for
Resources
Improvement
C
Within
existing
resources
Performance
Measure
Policy produced
Achieved
SRB 5
Cohesion
Project
LSP
BF
Profile produced
Achieved
Ditto
BF
Guidance
produced
Achieved
SRB 5
Cohesion
Project
Ditto
Timescale
CITYWIDE ENGAGEMENT
ACHIEVEMENTS:
A commitment in the City to integrate consultation and
involvement processes and build on good practice across the
partnership.

Building a stronger customer focus to the work of the City
Council.



Robust models for engagement on key developmental issues for the
City and its residents.
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
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Engagement of communities in the development of a local strategy
with citywide implications.

Establishment of the Good Practice in Community Involvement
Project.
Establishment of the consultation workers network.
Establishment and extension of the call-centre and one-stop
shop model.
“Mystery shopper” and satisfaction surveys carried out
routinely.
Consultation processes on the UDP.
Production of Area Plans for every community, based on
consultations.
Extensive engagement with citizens on the future of primary
schools in the City.
Extensive engagement with citizens on the Transport Plan.
Development of the Tourism Strategy, built around the input of
local people, particularly in Worsley.
PERFORMANCE IMPROVEMENT PLAN
Action Points
Actions Required
Responsible
Officer
Brian Wroe /
Sheila Murtagh
Reason for
Resources
Improvement
K
Within
existing
resources
Performance
Measure
BVIP presented
to LSP and
commitment of
partners obtained.
Ensure robust
mechanisms for the
delivery of the targets in
the Improvement Plan
Commitment of the LSP
to working in partnership
to improve engagement
and involvement of
citizens in the work of
the partnership.
Brian Wroe
K
Steering Group
established to
monitor
implementation
of the BVIP
Achieved
Brian Wroe /
Sarah
HausamanRoberts, Good
Practice in
Community
Involvement
Project
K,F
SRB 5
Project and
existing
resources
Framework
agreed at Cabinet
and the LSP.
Achieved
To provide framework to Ditto
maximise opportunities
for integrated working on
consultation and to avoid
duplication of effort.
E, K
Ditto
On-line library
and forward
planning calendar
of consultations
planned and
toolkit of
methodologies
available
Achieved
Establish a Citizens’
B
£40,000 per Citizens’ Panel
Agree Aims, Outcomes,
Methods and Evaluation
Framework for
Community Engagement
and disseminate learning
across the Council
Developing a range of
Director of
Timescale
Achieved
Summer 2005
Action Points
models to engage with
citizens
Developing a stronger
customer focus in
service provision across
the Council
Actions Required
Responsible
Officer
Marketing and
Communication
Reason for
Improvement
Undertaking regular
Quality of Life surveys
on a regular 2/3 yearly
basis.
Director of
Corporate
Services
B,F
£60,000 per
Survey. - to
be shared on
partnership
basis.
Quality of Life
Survey
programme
agreed and
implemented.
Achieved
Extend the model of
scrutiny commissions to
focus on issues identified
by local people and to
extend the membership
to members of the
community.
Director of
Performance
and Personnel
B, E, K
Within
existing
resources
Programme of
scrutiny
commissions
agreed and
training
programme for
members of the
community
devised.
October 05
Ensure that there is a
rigorous framework in
place within every
Directorate of the
Council to respond to
complaints and receive
compliments.
Director of
Performance
and Personnel
B, D,
Within
existing
resources
Annual report to
Cabinet,
analysing
complaints and
compliments.
First report,
June 05.
Panel in Salford based on
the Wigan model
analysed in the Review.
The Panel will be
partnership approach to
engagement.
Resources
annum. To
be shared on
partnership
basis.
Performance
Measure
established
Timescale
Action Points
E-Government and
Corporate
Communications
Actions Required
The Council has a
number of powerful
means of interacting with
its citizens, including the
Salford People
publication and its
award-winning website.
Opportunities to enhance
interaction with its
citizens will be identified
and developed as part of
the Council’s
commitment to engage
with its citizens by a
variety of means.
Responsible
Officer
Director of
Marketing and
Communication
Reason for
Resources
Improvement
F
Within
existing
resources.
Performance
Measure
Annual audit of
engagement
activities
undertaken
through the
Council’s
communication
channels.
Timescale
Achieved and
ongoing