Three principles for making Neighbourhood Boards a success
Researcher
The Government recently committed to a £1.5 billion initiative aimed at revitalising 75 communities across the UK. The ‘Plan for Neighbourhoods’ puts Neighbourhood Boards in the driving seat to deliver unique improvements to their area and ‘fix the foundations of those places most left behind’. And yesterday was the last day for Neighbourhood Boards to finalise their board members and area boundaries. Those lucky enough to be on these boards will be in control of up to £20 million worth of funds to invest in local regeneration projects.
Local leaders in the public, private and third sectors should have a greater say in what goes on in their communities, and how public money is spent. So it’s promising to see the Government involving communities directly in budgeting.
But plans which look good in writing often fail to meet their stated objectives. So, to make sure that the boards deliver genuine improvements for their areas, they should follow three key principles:
- Inclusivity:
Neighbourhood boards must represent the diversity of their communities, ensuring valuable perspectives aren’t left out and they don’t fall foul of groupthink. It will be important that the board membership reflects the demographic, cultural and socio-economic makeup of the areas that they represent. This will help to avoid dominance by a single group, and ensure that the membership are forward-looking leaders who genuinely want to improve their areas by working together, rather than just representing the views of their own supporters.
- Accountability:
Neighbourhood Boards must operate transparently and be accountable to the community they serve. The Government have said that the “relevant local authority in each place will act as the accountable body for the funds… [ensuring they are] distributed fairly and effectively, and…have been managed in line with the Nolan Principles and Managing Public Money principles”.
But this does not go far enough.
A true Neighbourhood Board, with roots deep into their communities, should be held accountable by their communities too. They should, at a minimum, have bi-yearly community meetings to discuss their plans, and let residents ask questions. There should also be a feedback mechanism – e.g. an online survey – which helps collect residents’ opinions and concerns on project priorities. Improving trust and securing resident buy-in will be a key factor in the success of these boards.
- Action-oriented:
Neighbourhood Boards should focus on achieving measurable, practical outcomes which address unique local needs. Rather than getting bogged down in bureaucracy and endless discussions, it is imperative that the boards prioritise visible results. Their action plans must be specific, time-bound, and aligned with available resources. These should be a combination of quick wins and a longer-term, strategic approach. Communities will be more enthusiastic and trusting of the Boards if they can see quick wins, and this will also ensure buy-in for longer term visions that won’t offer immediate results, but are nonetheless important.
The Plan for Neighbourhoods is a step in the right direction. They could be a new vehicle for community-led regeneration, build trust in public institutions, and repair the social fabric in communities. But, to be successful, the Government needs to create the right conditions.