Issue - meetings

Report of the Head of Property Customer Services & Engagement

This report shares our renewed approach for participation, alongside plans for a proposed redesign of the Tenant Participation and Consultation and Engagement teams into a unified service, organised according to the five Neighbourhoods, with each responsible for supporting the Tenant and Resident Associations (TRAs) and affiliated District Management Committee (DMC). The aim of this redesign is to better deliver our regulatory standards and new participation approach, ensuring everyone in Camden-managed homes can become an active resident, and their voices are close to decision-making

Report of the Head of Property Customer Services & Engagement

This report shares our renewed approach for participation, alongside plans for a proposed redesign of the Tenant Participation and Consultation and Engagement teams into a unified service, organised according to the five Neighbourhoods, with each responsible for supporting the Tenant and Resident Associations (TRAs) and affiliated District Management Committee (DMC). The aim of this redesign is to better deliver our regulatory standards and new participation approach, ensuring everyone in Camden-managed homes can become an active resident, and their voices are close to decision-making

Consideration was given to the report of the Head of Property Customer Services & Engagement

Scot Reid, Head of Property Customer Services & Engagement, took the meeting through the report and gave the following key responses to questions:

·       The draft documents had been shared with tenants and residents to find out there views on whether they provided clear information on the proposals and it was unfortunate if DMCs representatives hadn’t found that to be the case.

·       The proposals sought to ensure that the Council’s Tenant Participation model responded better to the Social Housing Regulatory requirements. The proposals sought to bring together officers from the Tenant Participation and the Property Consultation and Engagement Teams. An Engagement Manager would lead the team, with 5 engagements officers organised according to the five neighbourhoods, with each supporting the respective DMCs and TRAs in the area. They would also be leading on delivering Neighbourhood Action days (10 annually) in each area. 5 additional Resident Liaison Officers would also now be part of the team and would play and an active role in supporting Tenant Participation.

·       Even though most people now reported repairs via live chat and other digital routes, the telephone service was still available for tenants and residents to use to report issues. Half of all the 275,000 contacts the Council had with tenants and residents were still going through the telephone route, so there was strong evidence that tenants and residents were still able to use and were using the telephone reporting system as a means of reporting issues.

·       The Council’s own performance measures, along with the regulatory information required by the Housing Regulator, would provide information going forward regarding how housing services were performing.

·       Officers would ensure that links to information would be added to documents in future, so DMC representatives could easily find the information that was referred to in the papers.

ACTION BY: Stanton La Foucade

·       Officers agreed to provide information regarding the selection process and the make-up of the proposed We Make Camden Tenants and Leaseholders Group

ACTION BY: Stanton La Foucade

·       The DMC expressed it support for the Neighbourhoods Team model and asked that the Camden Town area be the next area for the model to be established.

ACTION BY: Maria Jacobs

RESOLVED –

THAT the report be noted