Purpose

The report will focus on the introduction of a Community Neighbourhoods model, which is a key priority in the Mayor's manifesto.

This model will organise the borough into eight defined neighbourhood areas. It aims to enhance existing engagement, partnership, and service coordination efforts by providing a more consistent framework for place-based working across the borough. By doing so, it will strengthen relationships among residents, elected Members, Council services, and local partners, allowing local priorities to be identified, shaped, and addressed in closer proximity to the communities they impact.

To develop neighbourhood priorities and action plans that respond to evolving local needs and opportunities, the model will leverage resident feedback, community insights, service intelligence, and local data. This approach will foster greater resident participation and improve coordination between services and partners while promoting responsive, locally informed decision-making. Local assets, such as libraries, community centres, parks, faith organisations, and the voluntary and community sector, will be utilised to enhance community networks, increase participation, and support collaborative initiatives.

The Cabinet is requested to note the Community Neighbourhood Governance Framework, which includes the proposed neighbourhood structure, governance arrangements, and a phased implementation approach supporting the delivery of this Mayoral priority. Additionally, the Cabinet is asked to note the respective roles of Members, officers, residents, and partners in this initiative. Implementation will build on existing structures and will be carried out within current constitutional, legal, financial, and governance arrangements.

Decision

For the reasons set out in the report, Cabinet RESOLVED to Agree

i)   To note the Mayor's ambition to establish Community Neighbourhoods as Newham Council's borough-wide framework for neighbourhood working.

ii)   To endorse the establishment of eight Community Neighbourhoods as the Council's place-based framework for coordinating neighbourhood leadership, resident participation and partnership working.

iii)  To approve the preparation of a Community Neighbourhood Profile and a Community Neighbourhood Plan for each of the eight Community Neighbourhoods to provide a shared evidence base, identify local priorities and support coordinated delivery.

iv)   To note that Community Neighbourhoods will operate within the Council's existing constitutional, financial and governance arrangements and will not establish additional committees or alter existing executive decision-making powers. Note the governance arrangements described in this report, including the respective roles of Community Neighbourhood Lead Commissioners, known publicly as Community Neighbourhood Lead Members, Ward Councillors, Lead Directors and Community Neighbourhood Area Managers.

v)  To support continued collaboration with residents, public service partners, local businesses and the voluntary, community, faith and social enterprise sector in developing, delivering and reviewing Community Neighbourhood Plans.

vi)  To note that implementation will be phased, making use of existing Council Officers, networks and community assets wherever practicable. Any future proposals with significant financial, legal or policy implications will be subject to the Council's established decision-making processes. 

vii)  To delegate authority to the Assistant Chief Executive – Change & Improvement responsible for Community Neighbourhoods, in consultation with the Lead Member for Communities, to oversee implementation of the framework and approve minor operational amendments required to support delivery, provided these do not materially alter the policy intent, governance arrangements or financial implications approved by Cabinet.

vii)  That the Community Neighbourhood Model would be reviewed in 6 Months’ time.

Alternatives considered

1. The option of retaining existing neighbourhood arrangements without a single borough-wide framework was considered. Although many current arrangements are effective, they have developed independently and do not always provide a consistent approach to neighbourhood working across the Council or with partner organisations.
2. The introduction of formal area committees with delegated decision-making powers was also considered. This would require significant changes to the Council's constitutional arrangements and was not considered necessary to achieve the objectives set out in this report.
3. A partnership-led model without a clearly defined Council framework was explored. While partnership working is fundamental to the success of Community Neighbourhoods, the Council requires its own consistent operating framework to coordinate activity across services and provide clear leadership at a neighbourhood level.
4. The preferred option is therefore to establish Community Neighbourhoods as the Council's borough-wide framework for neighbourhood working. This approach builds on existing strengths, strengthens local leadership and partnership working, and provides a consistent model that can develop over time without creating additional governance structures or altering statutory responsibilities.