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Bristol City Council ________________________________________________________ Affordable Housing Framework – 2015-2020

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Contents Page

1. Executive Summary 3

2. Section A: Key directions 3 3. Section B: Review of Bristol Affordable Housing Business Case 4

Delivery Models

4. Section C: Impact of Budget Statement July 2015 5

5. New affordable homes through the Section 106 planning system 6 6. New affordable homes funded by HCA and Council 7 7. New Council homes programme 8 8. New affordable homes through Council land releases 9 9 New affordable homes through Bristol Retirement Living 10 10. New affordable homes without grant 11 Appendices – A Action Plan 2015-20 12 B Local Housing Allowance Rates for Bristol April 2015 15 C Glossary 16

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1. Executive Summary

1.1 Purpose:

Bristol’s Affordable Housing Framework (AHF) is a revision of the Affordable Housing Delivery Framework (AHDF), published 2013. This new document reviews progress against the AHDF’s big ideas (Section A). It then evaluates where the six delivery models, identified in the AHDF business case, have worked well and identifies areas that still need further attention (Section B). A number of the Homes Commission recommendations are incorporated in this revised Framework. Appendix A sets out a new Action Plan for the next five years; this is to deliver the Mayor’s aspiration of 1000 affordable high quality homes per annum by the end of the decade.

1.2 Corporate priority:

“Bristol will be a city of well connected neighbourhoods with a strong sense of identity and belonging, where a diverse mix of housing types and tenures ensure that homes are increasingly affordable by building at least 750 affordable homes by 2017 and 1000 affordable homes per annum by 2020” (Mayors Vision 2014)

2.0 Section A: Key directions (previously described as ‘big ideas’): 2.1.1 Improving the promotion of the AHF so that everyone in the Council recognises

their role in delivering this corporate priority. This requires all key decisions to be measured against their impact on the delivery of affordable high quality homes.

2.1.2 Accelerating the programme of Housing Delivery (HD) rented homes to be built principally on Housing Revenue Account (HRA) land and Bristol City Council (BCC) corporate land and deliver at least 70 affordable homes per annum (p.a.) from 2016/17.

2.1.3 Identify an annual disposal programme of at least 15 hectares p.a. to meet the needs of the AHF and HD and help to achieve the building of 200 affordable homes pa. To achieve this, commit that all BCC corporate land, including sites in the accompanying Land Prospectus is processed through the Council’s Property Board (Property Board) to determine which sites be disposed of through AHF.

2.1.4 Work with the Homes and Communities Agency (HCA) and Homes West Bristol (HWB) on a joint funding programme, including schemes on stalled sites, to deliver at least 200 affordable homes pa from 2017/18.

2.1.5 Work with the HCA and Bristol Retirement Living partners to deliver at least 60 affordable homes pa for older people per annum from 2017/18.

2.1.6 Partnering with housing developers, registered providers and institutional investors wishing to invest in innovative schemes (including stalled sites) to deliver market rent and affordable high quality homes.

2.1.7 Working jointly with neighbourhood groups on a protocol that will help meet their market and affordable housing needs and aspirations. This includes the need for custom build housing, community led, self-build and co-housing schemes.

2.2 Bristol Affordable Housing Action Plan 2015-2020:

2.2.1 An Affordable Housing Action Plan (Action Plan) has been prepared to guide the implementation of the AHF over the next five years and is included in Appendix B

2.2.2 The AHF and Action Plan will be reviewed every year and reported to the Place Scrutiny Commission.

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3.0 Section B: Performance of the Bristol Affordable Housing Business Case

Delivery Models 3.1.1 The six delivery models in the original AHDF Business Case have been reviewed

against the original numbers and timescales. 3.1.2 The delivery programme is twelve months behind. This is due to limited numbers

secured through s106 schemes, limited take up of HCA and BCC grants and the slow progress in bringing forward BCC land sites to market.

3.1.3 The new affordable housing projections are detailed in the table below and the performance of each of the delivery models are provided in the next section.

3.1.4 It should be noted that since this new delivery schedule was prepared and approved by the Mayor in June 2015 there have been significant changes to the financial environment in which developers and registered providers are operating. The impact of these changes is reviewed in

AHDF Delivery Model Projections 2013 against Framework Projections 2015

Delivery Model

2014/15 2015/16 2016/17 2017/18 2018/19 2019/20

Section 106

AHDF Projection 2013

47 60 120 150

Framework 2015

32 65 124 120 120 120

HCA/BCC GRANT

AHDF Projection 2013

258 290 240 240

Framework 2015

200 174 119 200 200 200

COUNCIL HOMES

AHDF Projection 2013

28 50 70 100

Framework 2015

6 14 102 70 70 70

BCC LAND

AHDF Projection 2013

0 100 100 180

Framework 2015

0 41 140 200 250 250

BRL AHDF Projection 2013

0 0 70 60

Framework 2015

0 0 65 60 60 110

WITHOUT GRANT

AHDF Projection 2013

0 100 100 120

Framework 2015

5 6 0 100 200 250

TOTALS AHDF Projection 2013

333 600 700 850

Framework 2015

243 300 550 750 900 1000

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4.0 Section C: Impact of the Budget Statement July 2015 4.1 The Government had previously agreed a rent settlement 2013-2023 with registered

providers that enabled them to increase rent at Consumer Price Index plus 1%. The

Chancellor’s decision to disband this rent settlement and require a 1% reduction on all

social rented/ affordable rent/Council Rented homes for four years from April 2016 has

effectively led to a 12-15 per cent reduction in average rents by 2020/21.

4.2 This change has had a significant impact on both Council’s capacity to deliver new

Council homes and Registered Providers ability to progress their existing

developments funded by the Homes and Communities Agency or meet the acquisition

costs required by private developers on affordable homes secured through s106

agreements.

4.3 The Council and the Homes and Communities Agency will work with the registered

providers to try and mitigate the impact of this change. When the Affordable Housing

Framework is reviewed in early 2016 it will be important that the relative ability of each

of the delivery models to deliver to the above trajectories are also reviewed.

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5.0 New affordable homes through the Section 106 planning system

5.1 Tracking progress against Business Case trajectory

2014/15 2015/16 2016/17 2017/18 2018/19 2019/2020

AHDF Projection 2013

47 60 120 150

Framework 2015 32 65 124 120 120 120

5.2 Positive outcomes 5.2.1 Continuing increase in the housing market during 2014/15 has led to a 3%

increase in new major planning applications from 2013/14, including St Mathias (153 market homes, 65 affordable homes).

5.2.2 The introduction of the Affordable Housing Practice Note (AHPN) in March 2014, has simplified the Council’s approach to validating Developers appraisals for Section 106 (s106) affordable housing contributions. This approach and new definition on ‘affordability’ has been well received by industry resulting in a gradually rising proportion of homes secured as affordable homes (17% in 2013/14 rising to 20% in 2014/15).

5.2.3 The Council secured £0.75m for new affordable homes from s106 agreement on a major housing scheme subject to an overage scheme. This sum has been used as grant to create 30 one and two bedroom rented flats.

5.2.4 The Council considered use of Flexi rent, which took advantage of the new flexibility on Local Housing Allowance rental levels (see Appendix B).

5.3 Areas needing attention

5.3.1 Maximising numbers of AH secured through negotiation/ renegotiation of s106

agreements. Approximately 200 more homes last year could have been provided if the council had been able to secure policy compliant schemes.

5.3.2 Stalled sites remain at approximately 5000 units. A 1000 units have been approved through Permitted Development Rights although it is unclear how many of these will be delivered as new housing schemes.

5.3.3 Training of Planners and other Council staff on the new AHPN and other new planning guidance to maximise affordable housing delivery.

5.3.4 Working with the other West of England authorities to simplify affordable housing section of s106 agreement.

5.4 New proposals

5.4.1 Review of Core Strategy planning policies and Affordable Housing Practice Note

2014 to be deferred until outcome of the West of England Strategic Housing Market Assessment and new West of England Joint Strategic Plan. The Council has therefore rejected the Homes Commission proposal to seek a time limited moratorium on affordable homes secured through planning system.

5.4.2 Review the delivery of affordable housing in the context of the Community Infrastructure Levy.

5.4.3 Employ Stalled Sites Oficer to review Schedule of Stalled sites and consider use of compulsory purchase powers on key sites, and focus on bringing forward as many as possible of the 1000 units of ‘office’ stalled sites to residential conversions. .

5.4.4 Investigate with developers alternative approaches to deliver affordable homes through the planning system, such as Flexi-rent on city centre sites.

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6.0 New affordable homes funded by HCA and Council

6.1 Tracking progress against Business Case trajectory

2014/15 2015/16 2016/17 2017/18 2018/19 2019/2020

AHDF Projection 2013

258 290 240 240

Framework 2015 200 174 119 200 200 200

6.2 Positive outcomes 6.2.1 Affordable Housing Programme (AHP) 2011-15 deadline to complete schemes by

March 2015 has encouraged registered providers, and affordable housing funded by the HCA and BCC has increased to up to 200 for 2014/15.

6.2.2 HCA have funded 60 affordable homes through initial allocation of funds from AHP 2015-18; with a further 100 affordable homes under discussion through Continuous Market Engagement. The Government’s recent announcement of the extension of the AHP 2015-18 to March 2020 will help to deliver larger multi phased sites.

6.2.3 HCA have confirmed that they will fund ‘additional’ affordable homes on Council sites (where planning policy compliant 30-40% affordable housing is achieved) amounting to 300 additional affordable homes in South Bristol Housing Zone.

6.2.4 BCC Enabling & Commuted Sums Programme has funded 70 one and two bedroom flats in 2014/15 and 2015/16 which will be delivered in 2016/17.

6.2.5 HCA have identified four developers to bring forward HCA sites with the affordable housing provided without grant – to be delivered from 2017/18.

6.2.6 BCC and the HCA are jointly funding RP to acquire stalled housing sites with planning permission.

6.2.7 BCC have employed a dedicated planning officer to help with pre- applications, planning processes and resolution of pre–commencement planning conditions.

6.3 Areas needing attention 6.3.1 RPs have demonstrated only a limited interest in submitting schemes to take up

HCA funds through the Continuous Market Engagement scheme (AHP 2015-18). 6.3.2 Enabling Budget is no longer funded from the Housing Revenue Account. A

business case needs to be made for its continuation from General Fund. 6.3.3 RP’s faced with higher proportion of development costs (80% compared to 50%

pre 2011) and higher risks from new rent regimes, welfare and housing benefit caps. With limited borrowing RPs have concentrated on schemes with highest returns, preferring to invest in s106 opportunities rather than low value sites.

6.4 New proposals 6.4.1 Work with new Homes West Bristol partners to procure new strategic partners to

promote large scale housing delivery in low value areas; such as those in the South Bristol Housing Zone and the HRA and corporate sites in Lockleaze.

6.4.2 Secure 20% additional AH through supporting bids to the HCA on Dunmail, Hengrove Phase 1 and other appropriate Council corporate sites.

6.4.3 Work with HCA and private developers on stalled sites and major land assemblage opportunities to maximise AH through planning and HCA funds.

6.4.4 Submit revised Enabling Budget proposal to the Capital Programme Board for the next four years adequate to secure up to 40 plus affordable homes each year.

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7.0 New Council home programme

7.1 Tracking progress against Business Case trajectory

2014/15 2015/16 2016/17 2017/18 2018/19 2019/2020

AHDF Projection 2013

28 50 70 100

Framework 2015 6 14 102 70 70 70

7.2 Positive outcomes 7.2.1 Bristol City Council Housing Delivery (BCCHD) have successfully obtained

planning permission on five Housing Revenue Account (HRA) sites and a further ten sites are currently being processed through the planning system.

7.2.2 BCCHD has a dedicated Council House New Build team that has undertaken site appraisals and pre-development works on the remaining HRA sites to speed up delivery to 70 Council rented homes per annum from 2017/18.

7.2.3 BCCHD have a Consultants Framework to aid with design and planning process of the developments. Consultants have been briefed on the importance of delivering high quality, sustainable design solutions.

7.2.4 BCCHD have also identified some larger HRA sites such as Alderman Moores and Bonnington Walk that can be brought forward quickly as 50% market homes/50% Council rented homes.

7.2.5 BCCHD have a new HRA Business Plan to support the work of the Council House New Build team and have now become a member of the new Homes West Bristol partnership.

7.2.6 BCC have employed a dedicated planning officer to help BCCHD with pre- applications, planning processes and resolution of pre–commencement planning conditions.

7.3 Areas needing attention

7.3.1 Annual delivery is significantly below new Council homes projected for 2014/15 and 2015/16. More staff are required to be able to meet the HRA business and timetabling requirements for major new developments.

7.3.2 Corporate land to supplement HRA land supply needs to be identified.

7.4 New proposals

7.4.1 BCCHD to recruit additional staff to concentrate activities of Council New Builds on larger sites of twenty plus homes.

7.4.2 Review assets held by Housing Delivery and consider the role of Local Housing Companies in increasing overall affordable housing supply.

7.4.3 Reviews of both Corporate and HRA land disposal strategies will need to complement emerging Lockleaze, Ambition Lawrence Weston and other Neighbourhood Plans.

7.4.4 BCCHD to work as a partner with other members of Homes West Bristol and acquire affordable homes from stalled sites and new s106 opportunities.

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8.0 New affordable homes through Council land releases

8.1 Tracking progress against Business Case trajectory

2014/15 2015/16 2016/17 2017/18 2018/19 2019/2020

AHDF Projection 2013

0 100 100 180

Framework 2015 0 41 140 200 250 250

8.2 Positive outcomes 8.2.1 An individual Project Manager from the Affordable Housing Project Team has been

identified for each site; three major sites have been marketed with agents and three small sites have been marketed on the Council’s website during the year.

8.2.2 Nine planning and design briefs, promoting high quality design, place shaping, and reducing planning uncertainty have been prepared. Three briefs are in preparation.

8.2.3 A Senior Development Manager has been recruited to work exclusively on planning issues relating to the Framework sites.

8.2.4 The Council is currently recruiting two Senior Project Managers to work on community based regeneration programmes and affordable housing delivery in Hengrove Park and Lockleaze.

8.3 Areas needing attention

8.3.1 The AHDF outlined an annual land release programme of 12.5 hectares p.a.

capable of delivering 200 AH p.a. from 2015/16. There is a projection of only 41 AH in 2015/16 – because of Council difficulties agreeing land use (i.e. Hengrove Phase 1) and difficulties with Surplus Declaration procedure (i.e. Education sites).

8.3.2 The Board had assumed that the annual land release programme of 12.5 hectares p.a. could be maintained. However when sites faltered there were not sufficient pipeline sites at an advanced stage to be brought forward.

8.3.3 Staff shortages in Property and Urban Design meant that the Affordable Housing Programme Team’s has had a reduced capacity to identify and progress sites.

8.3.4 Due to major reorganisation within Council there a number of officers on the Affordable Housing Programme Team lacking requisite project management skills. There has also only been limited staffing resources to progress major development schemes in neighbourhood regeneration areas.

8.3.5 Introduction of the AHDF Initial Land Prospectus provided direction to progress the disposal of 12-15 ha of corporate land each year. However limited consultation on these sites meant the document was not owned by all service departments and a number of sites have had to be dropped or delayed.

8.4 New proposals

8.4.1 Corporate Property Board signed off new Land Prospectus and simplified the

surplus declaration procedure and internal and external stakeholders have been briefed.

8.4.2 Commission consultant to identify Council policies and processes that hinder delivery and undertake end to end review of housing development.

8.4.3 Identify further project managers to assist with the delivery of the programme and support existing officers on the Affordable Housing Programme Team by providing project management skills training where need.

8.4.4 Recruit Property Officer to identify deliverable sites and an Urban Design Officer to help Project Managers with site preparation, developer selection and planning.

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9.0 New affordable homes from Bristol Retirement Living

9.1 Tracking progress against Business Case trajectory

2014/15 2015/16 2016/17 2017/18 2018/19 2019/2020

AHDF Projection 2013

0 0 70 60

Framework 2015 0 0 65 60 60 110

9.2 Positive outcomes 9.2.1 Strong project team (with dedicated staffing resources and good cross

departmental working between Place, People and Business Change) has delivered a smooth procurement process and will help identify a development partner for the six acre at the New Fosseway site by January 2016.

9.2.2 Bristol Charities have taken advantage of the Council’s land release programme and have acquired a former elderly person homes in Stockwood to develop 60 flats which will be rented below local housing allowance levels.

9.2.3 A soft marketing exercise has identified a partner interested in progressing a mixed tenure Extra Care Housing (ECH) scheme on a former school site in Sea Mills.

9.3 Areas needing attention

9.3.1 Significant delay in agreeing terms with landowner on joint scheme with South

Gloucestershire and Extra Care Charitable Trust (ECCT). This is now resolved Taylor Wimpey and ECCT have now secure planning permission.

9.3.2 Requirement for a site in central Bristol – need to identify partner.

9.4 New proposals

9.4.1 Secure capital budget to better take advantage of land opportunities. 9.4.2 Support Brunelcare with CAASH 2 funding application to progress Redhouse. 9.4.3 Agree partnering arrangement with Places for People to progress Dove Lane. 9.4.4 Work closely with Health authorities through Bristol Property Board. 9.4.5 Investigate new housing investment models to assist deliver ECH.

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10.0 New affordable homes without grant

10.1 Tracking progress against Business Case trajectory

2014/15 2015/16 2016/17 2017/18 2018/19 2019/2020

AHDF Projection 2013

0 100 100 120

Framework 2015 5 6 0 100 200 200

10.2 Positive outcomes 10.2.1 Council has jointly procured with the HCA a major development consortium to

deliver a city centre housing scheme that will deliver 120 market rent and 100 affordable homes.

10.2.2 The Council have been working in partnership through the Greater Western Regional Capital CIC on meeting housing and social investment priorities by exploring a pilot scheme.

10.2.3 The Council have been working in partnership with Urbis to progress a 600 home development at Bedminster Green that will provide 30% affordable homes.

10.2.4 HCA have procured a developer who is considering working with Elim HA in offering Rent Plus homes.

10.3 Areas needing attention

10.3.1 All sites that have been released to date have been sold on upfront payment basis

– there is a need to explore opportunities for Council receiving revenue returns and deferred receipts on future land releases.

10.3.2 The is a need to investigate delivery models, such as those used by Birmingham City Council that can help de-risk sites in low value areas.

10.3.3 There is a need to investigate Social Impact Bonds – to help the Health Authorities achieve their objectives through improving quality of housing offer

10.3.4 There is a need to work with LA Pension Funds to see how the Council or its intermediaries can best access funds.

10.4 New proposals

10.4.1 Explore radical models of new affordable housing provision including use of

social impact bonds to fund housing that mitigate adverse health outcomes – by preventing bed blocking.

9.4.2 Commission research into the Council acting as an investor in housing schemes and sharing rental revenues rather than solely capital return.

9.4.3 Promoting Bristol to institutional investors.

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Appendices

Appendix A Affordable Housing Framework - Action Plan 2015-2020

Action for BCC and

Partners

BCC Lead

Other Key Partners

Measurement & Resources

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15

/16

20

16

/17

20

17

/18

20

18

/19

20

19

/20

Deliver 3,500 high quality, sustainable and affordable homes between April 2015 to March 2020

TS RSLs Developers HCA Homes West Bristol BCC Landlord

Number of high quality affordable homes delivered (gross/net). HCA BCC General Fund S106 Housing Contribution Registered Social Landlords own funds Prudential borrowing (BCC)

300 A

H b

y

Mar 2

016

550 A

H b

y

Mar 2

017

750 A

H b

y

Mar 2

018

900 A

H b

y

Mar 2

019

1000

AH

by M

ar

2020

Governance of Board and Project Team reviewed and signed off

NH Q2

Senior Project Manager for Hengrove Park appointed and Project Manager identified for South Bristol Housing Zone

RG HCA Successful appointment to Senior Project Manager post Governance arrangements signed off

Q2

Q3

Senior Project Manager appointed and Governance on Lockleaze reviewed and signed off

RG

Housing Delivery HCA

Successful appointment to Senior Project Manager post Governance arrangements signed off

Q2

Q3

Briefing event for internal stakeholders of Framework and Land Prospectus following initial consultation of Framework and land prospectus

BW Housing Delivery

Consultation completed Briefing event attended by all key BCC officers

Q1

Recruitment of new Urban Design, Property and Stalled Sites Officer

TS City Design Property HCA

Recruitment process finished Staff in post

Q3

Review use of strategic partners and application of Joint Ventures

TS Strategic Leadership Team

Board determines best approach

Q2

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Action for BCC and

Partners

BCC Lead

Other Key Partners

Measurement & Resources

20

15

/16

20

16

/17

20

17

/18

20

18

/19

20

19

/20

Briefings to Homes 4 Bristol and external stakeholders of Framework and Land prospectus consultation draft

BW BCC Landlord Homes West Bristol HCA Developers

Launch attended by all key external stakeholders

Q2

Commission end-to-end review of housing development process

BM HCA Homes 4 Bristol

Commission review Q3

Prepare a Bristol Quality Homes Charter

VW Homes West Bristol

Complete Housing Quality Audit Draft Housing Quality Criteria Secure Board approval for adoption

Q4

Identify lead developers on major sites

- New Fosseway - Dunmail - Hengrove Phase 1

TS Heads of Terms agreed with each lead developer

Q2

Prepare and publish Housing Land Prospectus

BW Housing Land Prospectus uploaded on website

Q2

Review Surplus Declaration Procedure

SM New procedures and internal training in place

Q4

Sign up to three/four Neighbourhood Partnership protocols – engagement/ housing objectives/local letting agreements

PM Protocols signed off Q4

All Homes West Bristol partners sign up to a protocol on sharing s106 data/ agreeing geographical areas of operation

HW Protocol signed off Q4

Homes West Bristol arrange Briefing session for all new BCC Councillors post election

HWB Event held Q1

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Action for BCC and

Partners

BCC Lead

Other Key Partners

Measurement & Resources

20

15

/16

20

16

/17

20

17

/18

20

18

/19

20

19

/20

Housing Delivery agree partnering arrangements for future joint work with RPs in Homes West Bristol

MP Agreement signed Q4

Housing Delivery agree new internal valuation arrangements

MP New arrangements agreed by Corporate Property Board

Q3

Homes West workshop to review Housing Land Prospectus and future sites coming through new strategic land assessment

Prop Mgr

Workshop arranged Q4

Homes West Seminar on Bristol Retirement Living

CM Seminar held Q2

Homes West Seminar on LEP and housing agenda

CH Seminar held Q4

HCA/BCC grant guidance published

BW Publication date Q4

Homes West Seminars on BCC land disposals – annual review of progress with case studies

JJ Seminars held Q3 Q3 Q3 Q3 Q3

Homes West annually review Framework’s Action Plan and targets for each delivery stream

HW Data provided and reviewed Q4 Q4 Q4 Q4 Q4

BCC and Homes West Bristol review impact of rent reductions

HW Meeting held Q2

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Appendix B

Bristol Local Housing Allowance rates April 2015 to March 2016

Bedrooms Weekly Rate Monthly rate

Shared room £67.37 £292.74

1 Bedroom £121.19 £526.60

2 Bedrooms £151.50 £658.30

3 Bedrooms £175.74 £763.63

4 bedrooms £242.33 £1,052.98

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AppendixB Glossary

Affordable housing: Social rented, affordable rented and intermediate housing, provided to eligible households whose needs are not met by the market. Eligibility is determined by looking at local incomes and local house prices. Affordable housing should include provisions to remain at an affordable price for future eligible households or for the subsidy to be recycled for alternative affordable housing provision. Affordable rented housing: housing let by local authorities or private registered providers of social housing to households who are eligible for social rented housing. Affordable Rent is subject to rent controls that require a rent of no more than 80% of the local market rent (including service charges, where applicable).

Affordable Housing Practice Note (AHPN): Guidance to private developers negotiating the affordable housing provision through s106 planning agreements. This document does not change the council’s affordable housing policy, but it does introduce a more streamlined approach to agreeing viability assessments and offers developers greater flexibility on how the affordable housing provision is delivered. Bristol Retirement Living (BRL): The Council’s sponsored programme of the Extra Care Market and affordable housing to meet the needs and aspirations of older people across all tenures offering choice and flexibility in service delivery and accommodation type. CASSH 2 funding: HCA funding programme for Extra Care and supported housing Capital Programme Board (CPB): The Council’s Board responsible for overseeing the Council’s Capital Programme. It provides the Senior Leadership Team (SLT) with an ‘assurance process’ for progressing new capital projects. Continuous Market Engagement (CME): Allows registered providers further opportunities to bid for firm schemes during the 2015 to 2018 period. This will include all general needs, specialist, supported and rural housing schemes. Corporate Property Board: The Council’s Board responsible for resolving land use issues and agreeing disposal arrangements on all sites Co-housing: Is a type of intentional collaborative housing where residents own a share in the overall building(s) rather than a specific building and actively participate in the operation and management of their community. Custom-build: Homes built or commissioned by individuals or groups of individuals for their own use, either by building the home on their own or working with builders. Group custom build projects are where developers build group schemes for clients on multi-unit sites or where registered housing providers work with self organised community groups and a developer or contractor. Enabling Budget: This is funding from Bristol City Council made available specifically for the provision of affordable housing. Commuted Sums: These are sums of monies secured from developers on s106 agreements in lieu of on site affordable housing provision. The monies are then used by the Council only to fund affordable housing provision in the city.

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Extra Care Housing (ECH): This self contained accommodation is designed for more frail older people with access to care and support on site and has flexibility to increase or decrease the level of care and support as individual needs change. It comes in many built forms, including blocks of flats, bungalow estates and retirement villages. All the ECH complexes have access to communal lounge area and a restaurant, some of the communal facilities may also be open to public. Assessment for the ECH for BCC is done through the Adult Health and Social Care team.

Flexi-rent: A rent model where the registered provider can let at rents that vary between social rent and intermediate rent at different % levels up to full market rent dependant on the needs and the financial viability of each scheme. Homes4Bristol: The name of Bristol’s Strategic Housing Partnership. The partnership helped develop Bristol’s Housing Strategy “My Home is My Springboard for Life” for the period 2015-2020 and helps deliver the actions in the Strategy. Homes and Communities Agency (HCA): Is the non-departmental public body that funds new affordable housing in England. It was established by the Housing and Regeneration Act 2008 as one of the successor bodies to the Housing Corporation, and became operational on 1 December 2008. Homes West Partnership: Established to deliver new affordable homes across the West of England in 2015-18 and beyond. Partners will work at the West of England level to support increased delivery, engage in regional debate, support housing and planning policy development and develop best practice. Partners will also work at a Unitary Authority level, to meet local affordable housing priorities. Housing Association (HA): Providers of affordable housing but not necessarily registered with and regulated by the Homes and Communities Agency. Housing Revenue Account (HRA): is a ring-fenced account held by local authorities specifically relating to the Council’s own housing stock. Intermediate housing is homes for sale and rent provided at a cost above social rent, but below market levels subject to the criteria in the Affordable Housing definition above. These can include shared equity (shared ownership and equity loans) Affordable Home ownership or other low cost homes for sale and intermediate rent, but not affordable rented housing.

Local Housing Companies (LHC): A form of joint venture between a local authority and a private sector partner, as a potential vehicle for housing delivery where the company is owned by both parties sharing the risks and benefits of the development process. Neighbourhood Plans (NP): These plans are prepared local communities and form part of the development plan and sits alongside the Local Plan prepared by the local planning authority. Decisions on planning applications will be made using both the Local Plan and the neighbourhood plan, and any other material considerations. Permitted Development Rights (PDR): These rights permit land owners to be able to cary out allow certain building works and changes of use without having to make a planning application. Permitted development rights are subject to conditions and limitations to control impact and to protect local amenity.

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Rent Plus: For people on the housing register who aspire to home ownership; they will be able to rent an affordable home from Rentplus, with the opportunity to purchase that home after a period of time (with an incentive of ten per cent provided to meet cost of deposit). A Registered Provider will manage the homes on behalf of Rentplus and support tenants progressing to ownership. Registered Providers (RP): Housing Associations or other housing providers are registered, regulated, and funded by the Homes and Communities Agency. They develop and, or manage affordable housing. Section 106: Planning agreement between the Council and the developer that details the affordable housing contribution to be provided by the developer Social Impact Bonds (SIBs): Bonds, used by the Voluntary, Community and Social Enterprise (VCSE) sector, to unlock private finance and public investment by valuing the costs to organisations of tackling complex social problems and seek investment in securing successful outcomes. Social rented housing is owned by local authorities and private registered providers (as defined in section 80 of the Housing and Regeneration Act 2008), for which guideline target rents are determined through the national rent regime. It may also be owned by other persons and provided under equivalent rental arrangements to the above, as agreed with the local authority or with the Homes and Communities Agency.

Stalled sites: Schemes with planning permissions which have not been implimented for a significant period of time. Surplus Declaration Procedure: The process by which the council declare assets surplus to operational requirement and seek expression of interest for other use before, if necessary, releasing it for sale. Strategic Housing Land Assessment (SHLA): Identifies a number of potentially developable housing sites in Bristol. Developable sites are those which are considered to be in a suitable location for housing development and have a reasonable prospect of being developed before 2026. Temple Quay Enterprise Zone (TQEZ): This 70 hectare area was officially declared open for business by Chancellor George Osborne in April 2012. Enterprise Zones have been set up by the government to drive local growth and create jobs. They offer a range of incentives to businesses including business rates relief, low rent incubator units and simplified planning procedures. West of England Strategic Housing Market Assessment (WoE SHMA): Is an objective assessment of local market and affordable housing requirements. These assessments consider the housing market areas, and are therefore prepared jointly between neighbouring authorities.