Neighbourhood and Environmental Strategy

Please note: this Strategy is still under consultation and is subject to change.

Introduction and Purpose

Welcome to One Manchester’s Neighbourhood and Environmental Strategy 2026–2028.

At One Manchester, we believe that a home is more than bricks and mortar,  it’s about creating safe, clean, and welcoming places where people can thrive. This strategy sets out how we will work with you, our customers, and our partners to make every neighbourhood inclusive, vibrant, and sustainable.

We’re more than just a landlord. We’re part of your community, committed to providing support and opportunities that help you live well and prosper. Our approach is shaped by listening to you and understanding the challenges you face, from the rising cost of living to health inequalities and the impact of reduced public services. We know these issues affect everyday life, and we’re here to make a positive difference.  This strategy explains:

•    Our priorities for neighbourhoods and the environment over the next two years
•    The principles guiding how we deliver services and work with partners
•    How we’ll meet new regulatory standards and ensure accountability to you

The Regulator for Social Housing introduced new consumer standards and Tenant Satisfaction Measures under the Social Housing Act 2023. This requires landlords to be clearer about the services they provide and more accountable to tenants. We welcome this, because being a truly customer-first organisation is at the heart of what we do.

We’re building on our strong track record in neighbourhood services, but we know we need to do more. This strategy sets out our offer for every neighbourhood and introduces a new way of working that brings colleagues and partners together to deliver better outcomes for you.

Despite the challenges, our commitment remains the same: to create places where you feel safe, supported, and proud to live.

Scope

The Neighbourhood and Environmental Strategy sets out how One Manchester will work with customers, colleagues, and partners to deliver safe, clean, and thriving neighbourhoods over the next two years. It provides a clear framework for:

•    Our approach to neighbourhood services – how we will deliver day-to-day services that matter most to you, from keeping areas clean and safe to tackling anti-social behaviour.
•    Strategic ambitions and objectives – what we want to achieve to make neighbourhoods inclusive, sustainable, and resilient.
•    Key milestones and actions – the steps we will take to improve services, meet new regulatory standards, and respond to the challenges facing our communities.
•    Partnership working – how we will collaborate with customers, community groups, and stakeholders to deliver joined-up services and support.
•    Customer accountability – how we will listen, involve, and report back to you, ensuring transparency and trust.

This strategy covers all neighbourhoods where One Manchester operates and applies to the services we provide directly, as well as those delivered in partnership.

Key Principles

The Neighbourhood and Environmental Strategy is centred around 5 key principles.

1. Fair and Inclusive Services for Everyone 
2. Keeping our neighbourhoods clean and well-maintained  
3. Working together for safer neighbourhoods
4. Promoting health, wellbeing and tenancy stability
5. Shaping our neighbourhoods

Principle 1 - Fair and Inclusive Services for Everyone

Supporting Inclusion and Wellbeing in Our Communities
•    Build inclusivity into everything we do, recognising that what this looks like will vary across different neighbourhoods
•    Support wellbeing and trust by making sure services are fair and accessible to everyone, designing our services so that no one is left out.
•    Show our commitment to equality, diversity, and inclusion in every part of our service delivery.

Fair and Inclusive Services
•    We will listen and adapt.  We will shape what we offer based on the different needs of our communities, aiming for fair outcomes for all.
•    We will remove barriers: If something is stopping people from accessing our services, we use evidence and feedback to fix it.

Bridging the Digital Gap
•    We’ll offer easy-to-use online services while keeping face-to-face and phone options for customers who prefer them.  
•    We will support customers to build their digital confidence and develop their skills.  

What This Means
Fair and inclusive services are at the heart of our commitment to customers. We know that every neighbourhood is different, and so are the people who live there. Inclusion means making sure everyone can access the services they need, regardless of background, ability, or circumstance. It’s about listening to what matters to you and adapting our approach so that no one is left behind. We will actively remove barriers, whether they are physical, digital, cultural, or financial, and design services that promote trust, wellbeing, and equality. By bridging the digital gap, we’ll make sure technology works for everyone, while keeping personal contact for those who prefer it. 

Principle 2 - Keeping our neighbourhoods clean and well-maintained

High Standards in Cleanliness
•    We will work hard to keep our neighbourhoods clean and tidy so that everyone can enjoy a safe, pleasant living environment.
•    We will establish clear, visible standards for cleanliness and maintenance that reflect customer expectations and regulatory requirements.
•    Ensure timely resolution of reported issues such as fly-tipping, graffiti, and communal repairs.

Working Together for Better Neighbourhoods
•    We will team up with customers, local authorities, and community partners to make sure shared spaces are safe, welcoming, and well looked after.
•    Adopt environmentally responsible practices, including waste reduction, recycling, and use of sustainable materials.

Taking Care Before Problems Arise
•    We will plan ahead-managing our neighbourhoods proactively and responding quickly when needed to keep standards high for everyone
•    Use data and customer feedback to target high-priority areas for improvement.

What This Means
Clean, well-maintained neighbourhoods are essential for creating places where people feel safe and proud to live. This principle is about setting and maintaining high standards for cleanliness and repairs, responding quickly when issues arise, and working together with customers and partners to keep shared spaces in great condition. We will take a proactive approach, using data and feedback to identify problem areas before they escalate, and adopt environmentally responsible practices to reduce waste and promote sustainability. By doing this, we aim to create neighbourhoods that are not only clean and tidy but also cared for in a way that reflects the needs and expectations of our communities.

Principle 3 – Working together for safer neighbourhoods

Working Together for Safer Neighbourhoods
•    Partner with customers, local authorities, and the police to tackle crime and safety concerns and make our communities stronger. Together, we will create spaces where everyone feels secure.
•    Promote inclusive neighbourhoods that deter anti-social behaviour and hate incidents.
•    Work with the Manchester Safeguarding Partnership to keep children and adults safe and prevent exploitation

Reducing Anti-Social Behaviour and Hate
•    Proactively focusing on reducing anti-social behaviour and hate incidents within neighbourhoods to improve community wellbeing, trust and safety.
•    Challenge racism and discrimination and give our teams the right training and support to do this confidently.  We will support our communities to speak up, and ensure every concern is listened to and acted on.

Supporting Those at Risk
•    We act quickly to protect anyone experiencing domestic abuse or hate incidents, using trauma-informed approaches so our support is sensitive and respectful. We will ensure staff are trained to spot the signs and respond effectively, working closely with specialist partners when needed.

What This Means
Safety is fundamental to thriving communities. This principle is about working together to create neighbourhoods where everyone feels secure and respected. We will partner with customers, local authorities, the police, and safeguarding bodies to prevent crime, tackle anti-social behaviour, and protect those most at risk. Our approach will be proactive, reducing incidents before they escalate, and inclusive, challenging discrimination and promoting equality. We will ensure our teams have the training and confidence to respond effectively, using trauma-informed practices and working with specialist partners to provide sensitive, respectful support. By doing this, we aim to build trust and strengthen community resilience.

Principle 4 - Promoting health, wellbeing, and tenancy stability

Health, Wellbeing and Social Connection
•    Promote wellbeing through local activities, green spaces, and community programmes
•    Work with health services and voluntary groups to give customers access to the right support.
•    Encourage social connection by creating opportunities to meet others through community hubs, events, and neighbourhood engagement.
•    Work with partners and stakeholders to address the impact of social determinant of our customers (These activities are underpinned by our external funding strategy).

Tenancy Support and Stability
•    Support customers to stay in their home and prevent homelessness by offering early help and practical advice, including signposting to services like debt advice or mental health support.
•    We will provide advice to help customer manage their money and maximise income, including checking benefit entitlement and signposting to debt advice services.  
•    Working with partners to support older customers to age happily with equality, respect and independence.
•    Engage with young people in our neighbourhoods to support their growth. 
•    Support customers to stay in their home by offering training, skills and employment support to obtain sustainable jobs.

What This Means
A secure home and good health are the foundations of a thriving life. This principle focuses on helping customers feel well, connected, and supported so they can maintain their tenancy and live happily in their neighbourhood. We will work with health services, voluntary organisations, and community partners to provide access to the right support at the right time. By promoting social connection through community hubs and events, we aim to reduce isolation and strengthen neighbourhood bonds. We will also tackle the root causes of instability, such as financial hardship and unemployment, by offering practical advice, income maximisation, and pathways to training and employment. Our approach is proactive, inclusive, and designed to prevent homelessness while supporting wellbeing for all.

Principle 5 – Shaping our neighbourhoods

Using Data and Local Insight
•    We will use feedback from customers and neighbourhood visits to understand what’s working well and where improvements are needed. This will help us plan better and respond to challenges quickly.
•    Make every customer feel valued and respected, support them to play an active role in their neighbourhood, and celebrate their unique strengths to create a community we can all be proud of.  

Investing Where It Counts
•    We will make sure resources go to the areas that need them most, so every pound invested makes the biggest possible difference.

Working Together for Stronger Neighbourhoods
•    Develop 13 community plans for our neighbourhoods by using data, intelligence and insight, and partnering with local authorities, community groups, and customers to support shared goals.   Whether that’s improving green spaces, funding local projects, or creating opportunities for people to connect.
•    Enable customers to participate, engage, and influence decisions about their communities and neighbourhoods. 

Open About Our Impact
•    We’ll keep customers informed about what we’re doing in their neighbourhoods and the difference it’s making.

What This Means
Shaping our neighbourhoods is about listening, learning, and acting together. We will use data and local insight to understand what matters most to customers and make informed decisions about where to invest. By working in partnership with local authorities, community groups, and customers, we will create tailored community plans that reflect the unique needs and strengths of each neighbourhood. Transparency is key, we’ll keep customers updated on what we’re doing and the impact it’s having. This principle ensures that every investment counts and every voice is heard, building stronger, more connected communities.

Measuring Success 

We want to be transparent about how we measure progress and hold ourselves accountable. The success of this strategy will be tracked through a combination of Tenant Satisfaction Measures (TSMs), Key Performance Indicators (KPIs), and regular reporting to the Leadership Team and Customer and Communities Committee to ensure we stay on track.

The TSM framework [hyperlink to the framework] is designed to show how well landlords are meeting customer expectations. Some of these measures are based on perception, so we recognise that improvements may take time to be reflected in the results. However, these indicators are essential for understanding whether our work is making a real difference.

Risks 

Delivering this strategy requires strong coordination, adequate resources, and effective partnership working. We recognise that there are risks that could impact our ability to achieve the priorities and principles set out in this document. These include:

Key Risks

•    Capacity and Resources: We may not have sufficient internal capacity or funding to deliver all priorities and customer expectations.
•    External Funding: Our ability to attract and secure external funding could be affected by economic pressures or changes in funding streams.
•    Partner Engagement: Securing buy-in from other agencies and partners may be challenging if they face resource constraints or competing priorities.
•    Customer Perception Lag: Improvements may take time to be reflected in satisfaction measures, which could affect confidence in the strategy.