1. QUALITY STATUS PARISH CHARTERS NEIGHBOURHOOD GOVERNANCE STEPHEN P TAYLOR DIRECTOR OF LAW AND DEMOCRATIC SERVICES SWINDON BOROUGH COUNCIL

2. WHAT IS A QUALITY PARISH COUNCIL Is representative of, and actively engages, all parts of its community, providing vision, identity and a sense of belonging Is effectively and properly managed Articulates the needs and wishes of its community

3. WHAT IS A QUALITY PARISH COUNCIL Upholds high standards of conduct Is committed to work in partnership with principal local authorities and other public service agencies In proportion to its size and skills, deliver local services on behalf of Principal Local Authorities when this represents the best deal for the local community

4. WHAT IS A QUALITY PARISH COUNCIL Works closely with voluntary groups in its community Provides leadership to the community through its work on parish plans and Working with its partners, acts as an information point for local services

5. THE BENEFITS OF QUALITY STATUS FOR UNITARY COUNCIL It provides an independent assessment of the Parish Council and those with quality status can be seen to be representative, competent well managed and able to take on an enhanced role. The Council has the reassurance that there is a requirement for each quality council to under-go reassessment every four years. The Council can be confident that quality parish councils are worthy partners which in turn instils faith in such councils capacity to undertake an enhanced role for the benefit of their communities

6. THE BENEFITS OF QUALITY STATUS FOR UNITARY COUNCIL They will do this by:- Being an integral part of all consultation and co- ordination arrangements set up by the Unitary Council and other service providers on how services are delivered in it’s area. Carrying out and managing and delivering services on behalf of the Unitary Council and by using their own powers. Providing access points to information on services of the Unitary Council and other service providers

7. THE PARISH CHARTER Parish Charters set out the relationship between the principal local authority and all parish councils in it’s area. They describe the general working practices for achieving improved partnership working, information flow and dialogue. They set out the enhanced role that parish councils in the area can expect to play in delivering services.

8. THE PARISH CHARTER The Government sees Parish Charters as being essential for quality parish councils. Swindon’s experience is that a Parish Charter delivers real benefits to both the principal council and all parish councils whether or not they have quality status. Swindon believes that many of the items as seen as benefits of quality status can be achieved by maintaining a robust Parish Charter with all parish councils. Parish Charters are “live” documents and must not left to gather dust on a shelf.

9. NEIGHBOURHOOD GOVERNANCE Government discussion paper - Citizen engagement and public services; Why neighbourhoods matter (Office of the Deputy Prime Minister 2005) How local councils alongside other neighbourhood structures can make a significant contribution to regeneration and neighbourhood management.

10. NEIGHBOURHOOD GOVERNANCE Recognition that – No “one size fits all” solution Local Councils exists to give a voice to their communities. A need for clear routes for local level structures to influence strategic decisions. Community leadership role of parish councillors and principal authority councillors. The need for residents to have greater influence over the strategic direction of the areas where they live.

11. NEIGHBOURHOOD GOVERNANCE How does the unitary authority deliver? By clarifying the roles and responsibilities of the different kinds of neighbourhood structures and facilitating a clear strategy to enable local residents to have an input into strategic decision making. By reviewing the way it currently works to enable local community engagement in local councils to make a difference to outcomes.

12. NEIGHBOURHOOD GOVERNANCE Supporting local councils and building on good working relationships. Assisting local councils with capacity building and in building relationships with other public sectors and business organisations that impact on local community issues such as environment, policing, health, and young people.

13. CONCLUSION The important thing is strong relationship building between the tiers of government. This cannot be driven by coercion. Working together by way of charter negotiation, close relationships between parish and principal councils are far more effective drivers for change than imposing policies from above.