1. Welcome Get to know your Council Kevin Kelly

2. Why are we here?  Give you an overview of the council’s structure, culture, vision, priorities and strategy  Information about customer service  Housing and Environment  Housing and Community Safety  Scottish Social Housing Charter  The Housing Regulator

3. Our Structure

5. Structure cont.

6. Elected Members  43 Elected Members 17 Scottish Labour 15 Scottish National Party 5 Liberal Democrats 3 Independent 3 Conservative  Labour, Conservative and Unionist and Independent Alliance Group form the current administration  Cllr Barney Crockett (Lab) Leader of Council  Cllr Marie Boulton (Ind), Deputy Leader  Cllr George Adam, (Lab) Lord Provost

7. Role of Elected Members  Point of contact for electorate (13 wards throughout the city)  Ultimate decision makers  Sit on Committees  Convener/Vice Convener  Major Decisions - Full Council

8. Culture

9. Vision The Aberdeen City Scottish Labour Party Conservative and Unionist Party and Independent Alliance Group of Councillors Programme for Aberdeen City Council 2012-2017

10. “Our Vision is for Aberdeen is to be an ambitious, achieving, smart city. We will ensure all citizens are encouraged and supported appropriately to make their full contribution”

11. "Aberdeen - the Smarter City” Smarter Governance (Participation) Smarter Living (Quality of Life) Smarter People (Social and Human Capital) Smarter Environment (Natural Resources) Smarter Economy (Competitiveness) Smarter Mobility (Transport and ICT)

12. Strategy - Our Plan

13. Our 6 priorities from the 5 Year Business Plan Provide for the needs of the most vulnerable people Help to ensure that all schoolchildren reach their potential Manage our waste better and increase recycling Encourage the building of new affordable housing Ensure a sustainable economic future for the city Ensure efficient and effective delivery of services by the council and with its partners.

14. How it fits together 5 Year Business Plan Council Vision “the Smarter City” Service Plans Section Plans Individual Objectives TP Plan Aberdeen City Council’s business plan covers the five-year period from 2012/13 – 2017/18. It is a rolling five- year plan and will be subject to annual review and update in line with changes in the council’s priorities and emerging external factors which impact on the delivery of its objectives. Staff -These will be identified through performance review and development, linked to behaviours Service users - These may be identified through taster sessions and involvement

15. Customer Service

16. Why is customer service important in the council?  Public accountability  Public attitudes  Public satisfaction  The Scottish Social Housing Charter  Pride / Morale  Statutory responsibility  Lack of alternatives for customers

17. Organisational Behaviours CoreManagement CommunicationCreative/Innovative Thinking Customer FocusEngagement ProfessionalismFuture Focused RespectTeam Leadership

18. Customer Service, what are we doing about it?  Making our services more accessible  Development (workshops and qualifications)  Utilising customer information  Service User Voice  Charter  Information Sessions  Scrutiny Teams

19. HOUSING AND ENVIRONMENT

21. Housing and Environment Committee  Meets every 8 weeks  Officers submit reports  What type of reports Legislation Operational Motion Committee Business  Councillors discuss and vote  Media coverage

22. ANY QUESTIONS ?

23. Aberdeen City Council The Scottish Social Housing Charter

24. SET OF OUTCOMES GOOD LANDLORDS SHOULD BE PROVIDING TENANTS AND OTHER CUSTOMERS HOUSING SCOTLAND ACT 2010 THE NEW INDEPENDENT REGULATOR WILL MONITOR LANDLORD PERFORMANCE REMIT “Our statutory objective is to safeguard and promote the interests of tenants, people who are homeless and others who use social landlords’ services” WHAT IS THE CHARTER

25. Outcomes Social landlords manage their businesses so that: “Tenants and other customers find it easy to participate in and influence their landlord’s decisions at a level they feel comfortable with” This outcome describes what landlords should achieve by meeting their statutory tenant participation duties. It covers how social landlords gather and take account of the views and priorities of their tenants, how these views are reflected in the landlord's services and how landlords help and support tenants and other customers to build up their capacity for effective involvement.

26. SET UP MONITORING GROUPS/SERVICE REVIEWS SET UP PERFORMANCE MANAGEMENT & QUALITY ASSURANCE FRAMEWORK DATA COLLECTION IDENTIFY GAPS IN OUR PERFORMANCE DEVELOP ROLLING PROGRAM OF HOUSING SERVICE REVIEWS PUBLISH PERFORMANCE – NEWSBITE/WEBSITE WHAT DOES THIS ALL MEAN POTENTIALLY INCREASED INVOLVEMENT AND WORK FOR SERVICE USERS

27. THE HOUSING REGULATOR MONITOR LANDLORD PERFORMANCE SELF ASSESSMENT RISK BASED ASSESSMENT INTERVENE WHEN NECESSARY

28. TIME SCALES 1 st Report May 2014 For year 2013/14