Stuart Phelps Frsa Email and Phone Number

Evolving from the Neighbourhood Planning Group, Plan-EL, ElhPlan supports the Neighborhood Forums for St Philip’s Marsh and Easton, alongside two other elements of the Baggator Nexus:- Information - via Easton Energiser- Communications - via Baggator Nexus.ElhPlan focuses on policy and processing on behalf of the Neighbourhood Forums.ElhPlan’s support role emerged from work during Covid-19, which confirmed that the two Neighbourhood Forums could function only if a third organisation were the policy and processing arm. This way, the memberships of the two Forums could focus on what mattered most to them and avoid getting bogged down in administrative and procedural tasks. To ensure the two Forums remained in control, the third organisation would have a board appointed by the Forums. The Forums are intended to become Community Interest Companies [CICs]ElhPlan continues the work of Plan-EL, established in 2016 in Easton as part of Bristol's Neighbourhood Planning Network. - Monitoring planning applications, commenting on the Cities' policies and supporting Neighbourhood campaigns when they required planning input.- Supporting the establishment of three Community Groups - Newtown Network, St Marks Road Community Group, and Napier Road. Working with UWE over the past four years, the Neighbourhood Planning Group [and now ElhPlan] have run- 10 Architecture/Design Projects in the Community that have led to 3 Community Infrastructure Funded Schemes - one completed, one in progress, and one under consideration.- 2 Design Projects - one completed, one currently devising a communications platform that will serve the Neighbourhood Forums regardless of language or IT skills - 2 ICT projects looking at ways to present Citizen Sensing Data to the public and inform Air Pollution and Traffic decisions through the Forums.

Evolving from the Marsh Maker Neighbourhood Planning Group, St Philip’s Forum is the part of the Baggator Nexus dedicated to developing a Neighbourhood Plan for St Philip’s Marsh in Bristol. St Philip’s Forum is supported by several elements of the Nexus, including:- ElhPlan - focusing on policy and processing on behalf of the Forum- Information - via Easton Energiser- Communications - via Baggator Nexus.Easton Forum is a parallel Neighbourhood Forum. Both forums intend to create a Neighbourhood Plan under the Localism Act 2011, detailing how the area would develop regarding the Planning Policy covering new buildings and the policies/services needed to support the Neighbourhood. A fundamental principle of St Philip’s Forum is decisions will be taken by the Citizens who live and work there on a one-person-one-vote basis. This reflects the ballot required by the Localism Act on the final Neighbourhood Plan. Community Membership, with a non-binding vote on policies/services, is available to the citizens who live and work in the surrounding area to ensure the Neighbourhood Plan integrates into the wider area's needs.ElhPlan’s support role emerged from work during Covid-19, which confirmed that the two Neighbourhood Forums could function effectively only if a third organisation were the policy and processing arm. This way, the memberships of the two Neighbourhood Forums can focus on what matters most to them and avoid getting bogged down in administrative and procedural tasks. To ensure the two Forums remained in control, the third organisation [ElhPlan] has a board appointed by the Forums. The Forums intended to become Community Interest Companies [CICs].

Evolving from the Plan-EL Neighbourhood Planning Group, St Philip’s Forum is the part of the Baggator Nexus dedicated to developing a Neighbourhood Plan for St Philip’s Marsh in Bristol. Easton Forum is supported by several elements of the Nexus, including:- ElhPlan - focusing on policy and processing on behalf of the Forum- Information - via Easton Energiser- Communications - via Baggator Nexus.St Philip’s Forum is a parallel Neighbourhood Forum. Both forums intend to create a Neighbourhood Plan under the Localism Act 2011, detailing how the area would develop regarding the Planning Policy covering new buildings and the policies/services needed to support the Neighbourhood. A fundamental principle of Easton Forum is decisions are taken by the Citizens who live and work there on a one-person-one-vote basis. This reflects the ballot required by the Localism Act on the final Neighbourhood Plan. Community Membership, with a non-binding vote on policies/services, is available to the citizens who live and work in the surrounding area to ensure the Neighbourhood Plan integrates into the wider area's needs.ElhPlan’s support role emerged from work during Covid-19, which confirmed that the two Neighbourhood Forums could function effectively only if a third organisation were the policy and processing arm. This way, the memberships of the two Neighbourhood Forums can focus on what matters most to them and avoid getting bogged down in administrative and procedural tasks. To ensure the two Forums remained in control, the third organisation [ElhPlan] has a board appointed by the Forums. The Forums intended to become Community Interest Companies [CICs].

Developing an informal collection of groups & people dedicated to citizen empowerment called the Baggator Nexus. Some Voices are louder because of Privilege, and other Voices need Amplification. We use Education, Skills and Fun to Amplify those Voices.

I am developing the new Business Plan and Fundraising Strategy, widening and deepening links in Easton and Lawrence Hill (one of the most deprived areas in Bristol). The rescue of this historically well established Young Persons Charity applies a user-directed approach to build capacity in some local organisations and groups. Emerging is the Baggator Nexus, an umbrella of mutual support and services for like-minded groups.

Development of short-long term plans for financial viability and service improvement for 2 star resident led HA within the Radian Group.

Review of Governance in young ALMO [Formed Nov 05]. • Reviewed & Revised Memorandum & Articles of Association, & Board Code of Conduct.• Revised AGM & Accounts Audit timetable to enhance PR opportunities.• Established & outlined project to create election process for Tenant Board Members.• Initiated Board Appraisal process.• Revised Board Member handbook & training programme.• Created Governance Plan & monitoring systems.• ‘On the job’ trained permanent postholder.

Review of Temporary Accommodation Services. • Financial & Performance Analysis of existing 3,500 Temporary Accommodation properties. • Revision of B&B Services. • Recommendations for streamlining and improving customer focus [48 staff reduced to 37.5].• Restructuring to reduce cost [£360-500k of a £2.5m budget], and improve performance.

Developing & Implementing a new approach to integrated housing management, using Investors in Community & Best Value techniques on a 361 unit estate.• Customer driven Inter Agency Project Board created• 5 year Project initiated• Service Delivery revised and Performance Improved• Handed over to new Management Structure

Responsibilities: Reversing performance of failing 3,450 unit / 99 staff HA; restructuring as necessary to achieve Business Plan.Achievements: Significant improvement in performance: • 2002-03 £0.5m surplus achieved – turnover £11m [2001-02 loss £0.9m]. • Key Performance Indicators improved [e.g. Rent Arrears reduced from 10+% to 6.4%].• 13 Supporting People reviews successfully achieved to level C & above.• Temporary Accommodation expanded with Bristol City Council.• Initiated new working relationship with Customer representatives.• Established performance based / continuous improvement culture to enable future progress.• Handed over to new MD.

Investigating and establishing:• Sheltered Housing strategy identifying the service redevelopment to 2007 [491 units reducing to approx 300]. • Tenancy Support service established [Supporting 100+ people by end of financial year]• Temporary Accommodation strategy [80 units expanding to 120+]• Occupant participation strategy for Temporary AccommodationPlus day to day management of Temporary Accommodation.

Responsibilities: Negotiating Housing elements of Large Scale Voluntary Transfer; day to day operation of Housing Department during transfer. Approx 4,800 units; 100 staffAchievements:• Large Scale Voluntary Transfer completed [to Reigate & Banstead Housing Trust] on time• Staff moral maintained/improved• Tenant support of transfer maintained• System improvements identified & implemented

Responsibilities • Policy & Procedure development & implementation• Budget & system development• Related ProjectsAchievements • Housing Corporation Supported Housing Management Grant Compliance Review • Safer Communities Bids• Budget & Rent increase system revised & introduced• Implementing IT based systems

Responsibilities: Managing Operations teams during restructuring (Housing Management, Repairs, Housing Support, Shared Ownership, Allocations & Reception); systems development; project work. 2,000 units; 35 staff (28 wte).Achievements:• Maintaining day-to-day operations during restructuring• Developing / preparing systems for new structure• Housing Corporation Supported Housing Management Grant Review & evaluation of supported housing• Negotiating new housing support schemes• Rent Pointing system devised & introduced• Managing new IT systems

Responsibilities: Managing 3 teams after restructuring (Housing Management, Repairs, Admin & Capital Projects Officer), pending recruitment of permanent potholder. 3,250 units; 40 staff (32 wte).Achievements:• Re-motivation of staff.• Increased staff & tenant involvement• Overhaul of systems & increased use of IT• Improved moral & customer orientation

Responsibilities: Managed & integrated 5 teams after restructuring (Housing Management, Maintenance, Students, Allocations & Homelessness (Local Authority contract)). Temporary implementing changes; became permanent 19/08/96. 2,500 units; 32 staff (30 wte). Turnover 1998-89: £1mAchievements:• Removed ‘team/role’ barriers• Increased staff involvement• Devolved decision taking• Improved moral & customer orientation

Responsibilities: Private Sector Leasing etc.; 260 units, 7 schemes. Staff: 5Achievements:• Set up local authority contract• Established IT systems to replace paper records

Responsibilities: ‘One-stop-shop’ housing management & maintenance service: 1,300 properties; plus Sheltered Housing. Staff: 18Achievements:• Team integrated following major restructuring• Rent Arrears Projection & Control System• Managed Residents around large redevelopment site

Responsibilities: Directed Group subsidiary; housing 2,000+ homeless families in leased property. Staff: 65. Turnover 1994-95: £9.8m (1993-94: £6.2m: surplus £0.6m)Achievements:• Completed transfer to ‘wholly owned subsidiary’ status• Restructured to improve competitiveness• Developed Business Plan & strategic direction• Re-evaluated basic IT system; prepared for UNIX• Prepared Voluntary & Competitive Tenders

Responsibilities: Management Team member - Housing with Care & SupportAchievements:• Grew to 24 direct & 237 outsourced staff on 8 sites in North East London & Essex. 1988/89 turnover £0.5m - in deficit; 3.5 staff. 1993/94 £6m turnover - 0.9% surplus• 50+ projects operated by partner voluntary agencies• Capital Budget £1.5m1990-93: Established 7 Nursing Homes with NHS & SSD funding. (Elderly, Mental Health, Physical Disability)1992-93: Project Managed the Association's IT move to UNIX. Delivered on time & within budget (£0.5m)1989-93: National & Regional Conference speaker (Care & Support)1992: Secured £300,000 over 3 years from Coutts Bank Charitable Trust for an employment & housing scheme (MOVES) which won the Shiel Award for Single Homelessness initiatives. Relationship with Coutts developed to include joint training of managersEthnic Monitoring: Lead Officer on joint project with University of Warwick

Responsibilities: Community Care & Joint Planning, with Local Authorities, Voluntary Organisations & Community Health CouncilAchievements:• Established specialist housing agency• Employment/training schemes for patients• Worked with Medical, Professional & Ancillary staff

Responsibilities: Established & managed Resettlement Team, and Replacement programme for 431 bed Single Homeless hostelAchievements:• Negotiated Direct Access capital/revenue with Central Government Department• Single Homeless rehousing initiatives with local agencies

Responsibilities: 120 bed Single Homeless Night Shelter [shift manager]; Soup Run; ResettlementAchievements: Developed & managed housing projects