September 2013 - Bron Afon

Coordinator, and Facilities Coordinators) and the model allows
business areas to work together to ensure amore coordinated
approach to greater consistency in service delivery. See appendix 5.
6.3 We have recognised that a more systematic approach to tackling
identified issues will raise standards in our communities and assist
us in delivering a quality service that is value for money. The Area
Management Boards have developed standardised methods of
recording issues, actions, progress and outcomes through issues and
completion logs.
6.5 A planning workshop was held in May 2013 with a cross section of staff
representing Responsive repairs, Community Housing and Facilities in
order to identify and develop shared aims and objectives, and ways of
working in partnership to deliver outcomes.
6.6 The workshop identified the key purposes of the Area Management
Boards to be:
• Agree shared priorities arising from core business priorities and
community teams
• Capturing and monitoring outcomes
• Sharing of information
• Problem solving
• Enhancing partnership working
• Reduce silo working
6.7 Area Management Boards meet monthly and will have a live action
plan incorporating actions as identified in each of the individual
community plans along with over-arching area based actions. The
agenda for each meeting consists of:
• Issues raised by the core and wider team as entered on to the
issues log throughout the month
• Corporate or service improvement priorities raised by Board,
Membership, SMT/HOS
• Issues arising from Estate inspections, community surgeries and
membership.
• Community plans priorities and progress
6.8 The Area Management Board coordinators have also set up
information boards as a visual communication and problem solving tool
which will reflect the current status of the Area Boards, progress made
and outcomes.
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