Resident Involvement Strategy
2015 - 2018
Contents
1. Summary
2. Vision
3. Scope
4. Introduction
5. Background
6. Current resident involvement strategy
7. Stakeholders
8. Delivering the vision
9. Resources
10. Measuring our impact
Author: Coral Llewellyn
Page 2 of 21
Agreed by Board January 2015
1
Summary
This Resident Involvement Strategy will run from April 2015 until March 2018 with
opportunities in each year of the life of the strategy to further refine and develop our
strategic approach in consultation with residents.
The revised strategy has been developed with external support and against a background of
growth and change in Peabody. The strategy builds upon the good initiatives already in place
across Peabody but recognises the need to modernise and build new foundations for
improving our approach to involvement in the future. In the first year of the strategy we will
focus on our landlord function and ensure that all of the involvement activity across Peabody
is channeled through our neighbourhood management service. We will develop a centralised
resident involvement service to deliver involvement activities and support teams across
Peabody, such as the business excellence team, that are focused on improving services. We
will continue to use neighbourhood charters as a central mechanism for local engagement
and expand this initiative. We will ensure that our scrutiny arrangements are further
developed and demonstrably fit for purpose and create a resident council that has a direct
dialogue with the Peabody Board. We will take steps to ensure that all of our activities are
fully accessible and inclusive and that we make it as easy as possible for residents to provide
feedback and engage both with us and with other residents. We will explore ways of using
technology to support us with engagement. In the first year of the strategy we will establish
a baseline position so that we can evaluate the impact of involvement activities and ensure
that resources are directed to where they will achieve best value for money.
Residents’ views will continue to be central to the continuing development of our strategic
direction. Resident consultation has supported the drafting of this strategy and we will
continue to work closely with residents to shape the actions we have planned to deliver in
the first year of this strategy and work with us to develop the themes and deliverables for the
remaining years.
Author: Coral Llewellyn
Page 3 of 21
Agreed by Board January 2015
2 Vision
The vision for the 2015 – 2018 Resident Involvement Strategy has been developed with
reference to internal and external review of current practice, good practice examples in the
sector and consultation with both involved and non-involved residents across Peabody.
Our vision is that we can clearly demonstrate that residents influence our priorities because
we listen to them. As a result, the services received by residents and the activities in their
neighbourhoods are improved.
Six key principles that capture our strategic vision for resident involvement are;
o That the Peabody Group will adopt one Resident Involvement Strategy across the
whole organisation capable of reflecting local differences where needs be.
o That resident led scrutiny will be further developed drawing on both external best
practice and successful approaches to date from all three entities.
o That an empowered Resident Council will be established with membership drawn
from residents across the group that can demonstrate local involvement and
influence.
o That a refreshed approach to local representation is developed with residents that
ensures that there are no barriers to expressing the ‘local voice’.
o That development of virtual forums is a central element of ensuring the resident
voice is heard.
o That insight and resident feedback is fully utilised to empower residents and drive
influence.
3 Scope of this strategy
This strategy covers the whole Peabody Group
4 Introduction
This 2015 – 2018 Resident Involvement Strategy sets out Peabody’s commitment to engage
with and involve residents in shaping the services that we provide to them. Our focus is to
listen to residents’ views and aspirations and to ensure that residents are able to influence
future service delivery by scrutinising performance and identifying areas for improvement.
The overarching objectives of this strategy are:



Ensuring accountability;
Improving services;
Developing thriving communities.
Author: Coral Llewellyn
Page 4 of 21
Agreed by Board January 2015
This revised strategy has been developed at a time in which Peabody has undergone
significant change, following a period of growth in the size of its stock. Joining with Gallions
Housing Association (Gallions) in January 2014 saw Peabody’s stock portfolio increase from
some 20,000 to 27,914 units. Peabody’s development plans will ensure continued expansion
in the future.
For the purposes of this strategy we have adopted a definition of Resident Involvement as
“involving residents in the design, delivery and scrutiny of service delivery”.
This strategy applies to all of Peabody, adopting the ‘one Peabody’ principle that now
underpins our general approach.
Peabody embraced the principles of co-regulation and resident scrutiny in the previous
involvement strategy. Equally, Gallions have had residents at the heart of their governance
structure for a number of years. This strategy reflects our approach to continuous
improvement and achieving the very best value for money from all activities, just as it
reflects our commitment to fulfill regulatory arrangements to best effect. Therefore, this
strategy sets out a modernised involvement structure, sharply focused on listening to
resident feedback and translating this into service improvement and increased customer
satisfaction. We will monitor the impact of involvement from service improvement,
customer satisfaction and value for money perspectives to ensure that involvement is
productive and effective.
Author: Coral Llewellyn
Page 5 of 21
Agreed by Board January 2015
5 Background
Peabody is a registered charity and housing association with the primary aim of tackling the
effects of poverty in London and has been operating since the middle of the 19 th Century.
The Peabody mission is to provide:
A good home. A place that is safe, warm, clean, light, well-maintained and evokes personal
pride.
A real sense of purpose. Regular endeavour through work, learning, caring for others,
personal development or volunteering; pursuits that people look forward to because they
make them feel valued.
A strong feeling of belonging. Active involvement in the neighbourhood and the spirit of
togetherness and friendliness that goes with that.
Peabody operates only in London, as specified in its original charter and over 90 per cent of
residents live within six miles of Smithfield Market in Central London. Peabody housing stock
is multi tenure and includes modern as well as Victorian buildings. The most recent
properties to join Peabody were the former Gallions stock in 2014. Peabody now has more
than 27,000 homes across the capital housing some 80,000 people.
Since April 2012 the responsibility for the regulation of the social housing sector has been
held by the Homes and Communities Agency. They introduced a new regulatory framework,
based on three economic and four consumer standards:
Economic Standards
 Governance and Financial Viability
 Value for Money
 Rent
Consumer Standards
 Tenant Involvement and Empowerment
 Home
 Tenancy
 Neighbourhood and Community
The standard relating to resident scrutiny and involvement is the ‘Tenant Involvement and
Empowerment’ standard. As a consumer standard, the HCA will only intervene when there is
a risk of serious detriment to tenants. The regulator does not monitor how a Registered
Provider such as Peabody is performing against this standard.
However, the regulator reconfirmed in its Consumer Regulation Review (2013/14) September
2014 that ‘Boards are responsible for ensuring that providers comply with all the standards,
both economic and consumer’.
Author: Coral Llewellyn
Page 6 of 21
Agreed by Board January 2015
Co-regulation
Co-regulation involves robust self-regulation that incorporates effective resident
involvement. The foundation of co-regulation is accountability to residents for services
delivered and dealing with issues or problems that may arise. Transparency is central to coregulation and housing providers are expected to adopt a robust approach that includes
evidence based self-assessment, external challenge and regular reporting to residents.
Engaging meaningfully with residents and providing opportunities to scrutinise and shape
services is vital.
Resident input to our governance
The role of residents in helping to set the strategic direction of services and contributing to
the overall governance of Peabody is an important principle of our strategy.
Scrutiny plays a key role supporting input to our governance of the organisation and in
helping us to receive customer feedback on our services. It can also be a strategic activity
that helps us takes a high-level, long term view of service planning and delivery, checking
that services reflect resident’s priorities and deliver value for money. Effective scrutiny
involves residents monitoring performance information across all Peabody landlord services
over time to identify trends and challenge weak performance, including consideration of
benchmarking information. Scrutiny can also involve an in-depth examination of how a
particular service is planned and delivered.
Resident Involvement
Resident Involvement is how we engage with residents across Peabody, through both formal
and informal routes, to provide information and receive feedback on our services; and to
engage residents in our activities from a strategic level through to a neighbourhood or area
level.
6
Current resident involvement structure
The current resident involvement structure was implemented in 2012 following a review of
the previous structure. In the light of the integration of Gallions and Peabody’s planned
growth it was updated in July 2013, with the understanding that a further review would be
necessary to ensure that Peabody’s structures and approach are fit for purpose and align
with our review of our wider governance arrangements.
Residents’ role in governance – Peabody has two residents on the main board. They are
appointed on the basis of skills, as with all board members. However, they also bring a
resident perspective. Currently they have no link to the rest of the resident involvement
structure.
Resident Scrutiny Panel – The Resident Scrutiny Panel is Peabody’s resident body focusing on
performance monitoring across the whole business. It also ensures that residents’ views and
priorities influence the business at a strategic level. The panel is made up of up to fourteen
members, five members drawn from the Regional Forum and nine recruited through an open
selection process.
Author: Coral Llewellyn
Page 7 of 21
Agreed by Board January 2015
Resident Consultative Panel – The Resident Consultative Panel is recognised as the main
elected representative and consultative body that considers issues affecting residents of
Peabody. It reviews policy and strategy development and shares good practice across
Peabody. The panel is made up of nine residents, four from the East Regional Forum, four
from the West Regional Forum, and one from the Sheltered Housing Forum.
Regional Forums – The East and West Forums meet on a quarterly basis and focus on issues
that cover a wider geographical area than an estate based Tenant and Resident Association
(TRA). They feedback to and from the Resident Consultative Panel, monitor any relevant
Neighbourhood charters and receive updates from the Head of Neighbourhoods on:
 estate walkabouts, caretaking and cleaning
 the management of anti-social behaviour
 changes in staff/roles/functions
The Forums also manage the allocation of the ‘Making a Difference’ budget (previously
known as the Estate Controlled Environmental Improvement Budget). The fund, amounting
to £300,000 including VAT in 2014/5, has financed a number of projects, proposed by
residents, in both the East and West areas.
Sheltered Housing Forum – the Sheltered Housing Forum acts in a similar manner to the
Neighbourhood Forums with representatives from each sheltered housing scheme coming
together to discuss common concerns, policy and service issues specific to sheltered housing.
Neighbourhood charters – Neighbourhood charters now cover 11,000 households (40% of
our stock) and will be implemented across all Peabody stock in the next two years.
Neighbourhood charters outline Peabody’s commitment to develop partnership working with
residents and other stakeholders to tackle local and neighbourhood priorities. Examples of
issues reflected in these charters may include neighbourhood issues relating to anti-social
behaviour, parking, security or pets. Peabody will work with, for example, youth services and
employment and training services to ensure we support building communities where people
will be happy to live.
Menu of Involvement – We have a menu of involvement that covers a range of activities that
residents can take part in, to either ensure accountability or improve services. Examples of
involvement options are topic based groups, resident inspectors, ad hoc groups and
structured feedback. These activities are coordinated by a number of departments as
required.
Gallions – Since Gallions joined Peabody its scrutiny panel (which was known as the GRG)
terms of reference were revised in line with those of Peabody’s scrutiny panel and potential
new members have come forward following recruitment. Some groups, such as the editorial
panel, no longer meet whilst other activities are continuing. A Gallions resident sits on its
Board.
We recognise that much of the current involvement arrangements provide a good
foundation for us to build upon and we have good examples of local impact, for example
scrutiny activities in CBHA, to work with. However, we also recognise the need to modernise
and lay new foundations to ensure that we broaden representation and ensure involvement
is truly accessible. We know that we need to strengthen the links between our board and
Author: Coral Llewellyn
Page 8 of 21
Agreed by Board January 2015
residents and propose to establish a clear line of sight between the board and residents
through the establishment of a resident council. We also need to embrace opportunities
provided by technology to engage with and include residents.
7 Stakeholders
As the major stakeholder in the successful delivery of this strategy, residents have been
consulted in its drafting. During the first year of this strategy - focused firmly on the landlord
function – residents will be involved in shaping and developing the strategic direction for
involvement still further.
Author: Coral Llewellyn
Page 9 of 21
Agreed by Board January 2015
Peabody Group Resident Involvement Strategy 2015 - 2018
8 Delivering the vision
To deliver our vision, current resident involvement structures and approaches are in need of
review and modernisation. Therefore, this strategy sets out a fresh approach that provides a
modern range of engagement options, including a greater use of technology. This approach
aims to engage all people across the range of Peabody homes regardless of tenure.
Three key objectives inform this strategy:
1. Ensuring accountability – to achieve this we will work with residents to further develop
our approach to co-regulation, and resident governance and scrutiny ensuring that we
achieve transparency and information sharing that will support residents holding us to
account.
2. Improving services – to achieve this we will further develop and refine the menu of
options for customers to become involved and implement a system that ensures services are
regularly monitored, reviewed and evaluated by residents. We will work in partnership with
residents and stakeholders to develop local involvement plans and strategies in the form of
neighbourhood charters.
3. Develop thriving communities – to achieve this we will incorporate key community
development activities, and focus on supporting and coordinating engagement at a local
level.
We have recognised the need to coordinate all of Peabody’s current activity and to engage
with a wide range of residents. We will therefore introduce a new approach to resident
involvement.
The action plan appended to this strategy outlines how the six key principles that guide our
vision for success will be delivered initially in year one of this three year strategy. The first
year of the strategy will concentrate on the landlord function in consultation with residents.
We plan to lay new foundations and ensure that scrutiny of landlord services is fit for
purpose. The action plan will be reviewed bi-annually and action planning for the future
years developed.
We plan to develop both formal and informal structures, maintaining core elements of what
already works well and building new initiatives as necessary to achieve improved results. All
activity will be channeled through our neighbourhood management service which will remain
the main conduit of communication with residents bringing together and coordinating
services from different parts of Peabody and continuing to develop neighbourhood charters
to improve local services.
A central resident involvement team will provide support to neighbourhood teams, resident
groups and other parts of Peabody. The resident involvement service will be led at a senior
Author: Coral Llewellyn
Page 10 of 21
Agreed by Board January 2015
Peabody Group Resident Involvement Strategy 2015 - 2018
level providing expertise and hands on support to teams and will oversee delivery of this
strategy and monitor performance. The central resident involvement team will take the lead
in both the delivery and co-ordination of much of the work outlined in the action plan but
will work closely with teams across Peabody including the business excellence team,
neighbourhoods teams, community development team, the governance team and other
service specific teams such as asset management and development.
In the table below we have outlined what the aims of each activity will be and how they fit
with the objectives of this strategy.
Resident
Activity
Residents
Council (RC)
Resident
Scrutiny
Group (RSG)
Topic / Tenure
Based Groups
Focus Groups
Virtual
Forum(s)
Ensuring
Accountability /
Improving Services /
Thriving Communities
Objectives
The RC will provide resident input on the
strategic direction of the group. The Peabody
Board will undertake consultation with the RC
about priorities and the RC will consider high
level performance data.
Membership will be drawn from across
Peabody.
The RSG will be responsible for monitoring
KPIs and raising areas of concern for action.
The RSG will complete 1 or 2 scrutiny
projects each year and review service
improvement plans.
Members will be selected using a skills based
application process.
Topic / Tenure based groups will focus on
particular service areas (e.g. Arrears, Health
& Safety, ASB, Home Ownership, a
regeneration project, Voids) they will provide
oversight and challenge as well as helping to
shape policies, procedures and direction in
these areas.
Topic groups may be time limited to a
particular issue.
Focus groups will be used for very short term
consultation on a particular issue / policy.
Membership can be drawn from across
Peabody’s stock, but their outcomes will be
linked to the relevant topic group.
The RC will ensure the
accountability of the
Peabody Board and will
create transparency with
residents about Peabody’s
strategic direction.
RSG will provide oversight of
KPIs. It will also ensure
accountability and make
suggestions for service
improvement through the
completion of scrutiny
projects.
Topic based groups will
ensure accountability in the
relevant delivery areas and
provide suggestions for
service improvement.
Focus groups will help us to
gain a residents perspective
on a particular issue, to
improve service outcomes.
Virtual forums will allow residents to engage Virtual Forums will allow
with Peabody online.
customers
to
provide
As this form of engagement is entirely new to feedback
to
enhance
Author: Coral Llewellyn
Page 11 of 21
Agreed by Board January 2015
Peabody Group Resident Involvement Strategy 2015 - 2018
Peabody, resident engagement will help
shape the objectives of these groups.
Virtual forums can, for example, work
alongside or in place of interest groups, or
with a particular diversity focus.
Structured
Feedback
Regional
Forums
Neighbourhoo
d Forums
Local Issue
Groups
Neighbourhoo
d Inspections
services. We may also
choose
to
share
performance information in
these forums which will
provide transparency to
customers.
This will include activities such as surveys and Customers will be able to
mystery shopping.
comment on the service that
There will be an improved, coordinated
they have received. Peabody
programme, with scheduled activity of both
will use this information to
types throughout the year.
enhance service delivery.
Regional Forums will be made up of
Regional Forums will help
representatives from the Neighbourhood
hold us to account at a
Forums.
regional level. They will raise
They will discuss regional issues, and feed
concerns with service
information into either the RSG or RC as
delivery and where
appropriate.
necessary escalate these.
Neighbourhood Forums will support the
Neighbourhood Forums will
development and ongoing scrutiny of the
ensure openness in our
neighbourhood charter. Forums could be in
delivery of local
the form of Neighbourhood Charter Groups,
neighbourhood charters,
Tenant and Resident Associations or other
monitoring action plans and
locally based groups.
progress. They will focus on
They will consider local issues and feed these the local community –
into the regional forums.
developing its voice and
cohesion.
Local Issue groups may be based in just one
Local Issue Groups will raise
neighbourhood, or span a number, they will
concerns over local level
be short term focusing on a particular local
service delivery. This will
issue.
support to address and
They will provide oversight and suggestions
improve our service. As with
for change on a particular area of concern.
neighbourhood forums their
local focus will support
community development.
Neighbourhood Inspections or estate
Neighbourhood Inspections
walkabouts will help identify areas of
will involve residents in their
concern on an estate, so that Peabody can
local community, and activity
address these. The outcomes of
in their neighbourhood. They
Neighbourhood Inspections will be fed into
will provide oversight of
Neighbourhood Forums which will provide
Peabody’s estate
oversight, and identify areas of repeated
management at a local level.
poor performance, or significant concern on
an estate.
Author: Coral Llewellyn
Page 12 of 21
Agreed by Board January 2015
Peabody Group Resident Involvement Strategy 2015 - 2018
The diagram below indicates the relationships of the formal groups both with one another
and with business teams.
Author: Coral Llewellyn
Page 13 of 21
Agreed by Board January 2015
Peabody Group Resident Involvement Strategy 2015 - 2018
Author: Coral Llewellyn
Page 14 of 21
Agreed by Board January 2015
Peabody Group Resident Involvement Strategy 2015 - 2018
9 Resources
This strategy will be resourced within existing resources. Increased specialist capacity with
the formation of a dedicated Resident Involvement Team will be achieved through efficiency
savings. Existing neighbourhood resources will continue to deliver the revised strategy as
they have in the past.
Author: Coral Llewellyn
Page 15 of 21
Agreed by Board January 2015
Peabody Group Resident Involvement Strategy 2015 - 2018
What we’ll
do
1. Adopt one
resident
involvement
strategy across
the whole
organisation
How we’ll do it
Lead
When we’ll do Why we’re doing it
it
Feb 2015
To ensure a Peabodywide approach and
clarity of key aims for
residents, staff,
stakeholders and
Mar
regulators.
2015
Parent and subsidiary Board(s) agree
overarching strategy
RI team
RI action plans agreed that vary as needed to
reflect local differences
RI team
Launch the strategy in a user-friendly format to
residents, including a new introductory leaflet
and web-site information
RI team
April
2015
Develop a ‘consultation protocol’ for staff to
use, provide training sessions and standard
evaluation tool
Develop a mechanism to annually appraise the
impact of resident involvement activities
RI team
June
2015
RI team
March
2016
Author: Coral Llewellyn
Page 16 of 21
Agreed by Board January 2015
Showing
success
One strategy in place
delivering a shared
vision
Progress against
action plan(s)
reviewed 6 monthly
Staff and residents
clear on RI approach
and aims and
information readily
available
All staff working
consistently to
agreed guidelines
Resident
involvement
activities are
outcome focused
and demonstrate
broad benefits
Peabody Group Resident Involvement Strategy 2015 - 2018
What we’ll
do
2. Further
develop and
strengthen
resident
scrutiny
How we’ll do it
Lead
When we’ll do Why we’re doing it
it
June
To ensure a strong
2015
approach to coregulation, and
effective resident-led
April
scrutiny of services
2015
Integrate Gallions and Peabody scrutiny
arrangements
RI team
Develop a revised Terms of Reference for a
Peabody Group scrutiny panel which reflects
good practice internally and externally
RI Team
Agree an approach for on-going recruitment,
training and development for members
RI team
April
2015
Annual appraisals of members and of panel
performance
RI team
March
2016
Panel annual work plan formalised to include
two scrutiny reviews during year
RI team
May
2015
Work with senior managers to embed resident
scrutiny into service improvements
RI team
July
2015
Author: Coral Llewellyn
Page 17 of 21
Agreed by Board January 2015
Showing
success
Membership that
reflects all areas of
Peabody
Terms of reference
for new group agreed
by Executive and
Board
Panel membership
maintained, turnover
below 25% annually
Membership
competent,
developing and any
training needs
identified
Scrutiny reviews and
management
response & action
plan complete
Outcomes of scrutiny
reviews visible in
service improvement
plans
Peabody Group Resident Involvement Strategy 2015 - 2018
What we’ll
do
3. Develop a
Residents
Council
How we’ll do it
Lead
When we’ll do Why we’re doing it
it
July
To strengthen links
2015
between resident
involvement and
Board, and to create a
clear hierarchy of
accountability
Aug
2015
Develop a Terms of Reference linking the
Residents Council into the Peabody governance
structure
RI Team
Promote the council widely to residents and
recruit both from local representative groups
and openly
RI team
Develop and train new members
RI team
Sept
2015
Embed the linkages of Resident Council
members to Board
RI team
Sept
2015
Develop a formal work plan for the residents
Council
RI team
Oct 2015
Annual appraisals of members and of council
performance
RI team
March
2016
Author: Coral Llewellyn
Page 18 of 21
Agreed by Board January 2015
Showing
success
Terms of Reference
agreed by Board,
including clear
linkages
at strategic level
Agreed membership
successfully recruited
Trained and
competent
membership
Board members with
specific portfolio links
to RI activities
Resident Council
input into strategies
and business plans
visible
Membership
competent,
developing and any
training needs
identified
Peabody Group Resident Involvement Strategy 2015 - 2018
What we’ll
do
4. Review and
develop
arrangements
for local
resident
representation
and
empowerment
How we’ll do it
Lead
When we’ll do Why we’re doing it
it
Sept
To ensure
2015
resident views
and priorities are
used effectively
to influence local
decisions and
service priorities
May
2015
Strengthen and expand Neighbourhood
Charters as key link in local accountability.
RI team
Review the Terms of Reference and role of
Regional Forums to reflect new strategy
RI team
Develop a programme of resident involvement
for Thamesmead, including area forums,
neighbourhood groups and an engagement
network
Pilot new models of devolved local budgets to
empower residents
RI team
April
2015
RI team
Sept
2015
Develop new approaches for local involvement
to meet specific local needs e.g. short
life/topic/tenure based groups
RI team
Oct 2015
Conduct TRA annual review ‘health check’ and
support their developments as needed
RI team
Mar
2016
Author: Coral Llewellyn
Page 19 of 21
Agreed by Board January 2015
Showing
success
Residents express
greater satisfaction in
local services and
participate in
increased numbers.
Terms of Reference
agreed by Board,
including clear
linkages
with revised
structure
Resident views can
be seen to shape the
future of
Thamesmead
Residents have direct
influence over local
spending plans
New residents groups
are developed locally
and engagement and
satisfaction increased
TRAs are supported
and achieve positive
Peabody Group Resident Involvement Strategy 2015 - 2018
What we’ll
do
5. Enhance the
role and
influence of
non-formal
resident
involvement
How we’ll do it
Lead
When we’ll do Why we’re doing it
it
Support Community center management
committees and other community groups
RI team
Appraise and evaluate the community impact of
management committees and community
groups
RI team
Provide and support training for locally involved
residents
RI team
Dec
2015
Develop, pilot and evaluate the use of on-line
‘virtual forums’ for resident consultation and
feedback and interactive activities.
RI team
Dec
2015
Develop topic-based interest groups e.g. asset
management, quality homes in line with
resident demand
RI team
Dec
2015
Conduct mystery shopping activities of specific
service areas bi annually
RI team
June
2015
Author: Coral Llewellyn
Page 20 of 21
Apr
2015
and on
March
2016
Agreed by Board January 2015
To offer residents a
wide variety of
opportunities for
influences, including
particular interests,
short-term
involvement and
‘armchair involvement’
Showing
success
outcomes for local
residents
Resident skills and
empowerment are
increased
Community
engagement is
outcome focused and
demonstrates broad
benefits
Involved residents
accessing training as
needed
Feedback from online forums
influences service
improvements
delivery
Feedback from
special interest
groups and mystery
shopping influences
service
Findings from
mystery shopping are
Peabody Group Resident Involvement Strategy 2015 - 2018
What we’ll
do
How we’ll do it
Lead
Ensure results from focus groups, mystery
shopping etc. are fed into formal involvement
structures and directly link to our service
improvement programme
6. Develop more Review content, relevance and usage of onrobust systems going resident surveys
to utilise
resident insight Use a continuous programme of large scale, ongoing resident satisfaction surveys
RI team
When we’ll do Why we’re doing it
it
and
March
2016
Dec
2015
RI team
June
2015
RI team
April
2015 on
Use qualitative research, small scale surveys and RI team
focus groups to develop services
Sep
2015
Ensure processes are in place to respond to
negative customer feedback in timely manner
and our ‘rapid response’ initiative is developed
and implemented.
Dec
2015
Author: Coral Llewellyn
Page 21 of 21
RI team
Agreed by Board January 2015
To make sure that the
feedback and
comments received
from individual
residents is used in a
systematic way to
improve services
Showing
success
shown to influence
service
improvements
Scrutiny Panel,
Residents Council
and Forums use
outputs from nonformal resident
involvement
Service
improvements made
as result of
Customer feedback
and insight influences
service delivery
Resident feedback
can be seen to
influence services
Service areas
respond promptly to
negative feedback,
resolving whenever
possible