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Policy Forum 1: The Local Authority strategic role –how can Local Authorities be agents of change?Chair: ALISON BREESE CIHSE Policy Officer and Council Member
STEVE PARTRIDGE Director of Financial Policy & Development, CIH/ConsultCIH
ANDY STANIFORD Housing Strategy Manager, Brighton & Hove Council
www.cih.org
Policy Forum: LA Strategic Housing Role
Challenges and opportunities
CIH South East Conference
3rd March 2010
Steve Partridge
Introduction
• The Strategic Housing Role• Where have we come from and what is it now?
• Funding, government and policy
• Challenges and barriers
• Key messages: sustainability and partnerships
History: from bandings to place shaping…
• Statutory housing function• A decade ago
– Housing Strategies emerging– Bandings indicated success and good practice
• Business planning and ‘Fit for Purpose’– Focus on the document…?– Focus on funding towards landlord issues and social housing
• Recent history -> place shaping– Housing – not just social housing– Communities & places – not just houses– Serving people – providing more for more people
The Role: housing and place shaping
Place shaping is the:
“… creative use of powers and influence to promote the general well-being of a community and its citizens.”
“The local authority strategic housing role is made up of the strategic decisions and activities associated with
effective planning and delivery, in order to meet the housing needs of all residents across all tenures. Strong
performance in this role will support effective place shaping and help ensure delivery of the wider sustainable
community.”
*Sir Michael Lyons 2007*Sir Michael Lyons 2007
The role…
Use vision, leadership, planning and delivery at a strategic level to:
• Assess and plan for the current and future housing needs of the local population across all tenures
• Make the best use of the existing housing stock• Plan and facilitate new supply• Plan and commission housing support services which
link homes to the support and other services that people need to live in them
• Work in partnership to secure effective housing and neighbourhood management on an ongoing basis
… to deliver … and the need to perform
• Delivery– New supply– Good quality existing stock– Economic gain (sub-national review)– Community cohesion– Sustainability (environment & social)– Services to support people in housing
• Performance– Local performance framework– Comprehensive Area Assessment– National targets– Regional priorities
Delivery and performance: mixed picture?
• Audit Commission: “Building Better Lives”– Challenges in delivering an effective strategic housing role– New supply vs existing housing– Responding to the recession
• Positive practice: CAA green flags– Eg Birmingham – Working in partnership to meet housing need,
Poole – Housing development and meeting the needs of residents, Blackpool – Tackling homelessness, Croydon – Economic partnerships for future prosperity, North Yorkshire – Helping older and vulnerable people to keep their independence
• Audit Commission inspection of Strategic Housing function a key driver to improved delivery and effectiveness
Funding: how bad is it?
• Pre-budget report projections for 2009/10• Position…
– Continues into 2010/11– Gap closes from 2011/12 as taxes rise and expenditure falls
Education, 88
Housing/Env, 30Debt int, 30
Other, 190 Social
,protection/servs219
Health, 119
,Income tax/NI235
Excise/VAT, 111
Corp Tax/Busrates/C Tax ,83
Other, 68
Expenditure £676bn Receipts £497bn
HMT Pre-budget report 2009/10 projections
Timetable for recovery…
• Not until 2015/16…• PBR commits borrowing to reduce to 5.5% of GDP in
2013/14 – debt still rising at the end of next CSR cycle• Golden Rules…?
0
10
20
30
40
50
60
70
80
90
8/9 9/10 10/11 11/12 12/13 13/14 14/15
0
2
4
6
8
10
12
14
PSND % of GDP PSNB % of GDP
Proportion of GDP that is borrowing and debt: total and annual
PSNDPublic Sector Net Debt
PSNB Public Sector Net Borrowing
PSNDPublic Sector Net Debt
PSNB Public Sector Net Borrowing
Mixed for landlords; challenge for strategic
• Mixed picture (1): Short term ‘gain’ and longer term ‘pain’– The pre- and post-April 2011 prospects
• Mixed picture (2)• Capital: directly affects national borrowing and debt
– Efficiencies and savings– Cost of finance and availability of grant funding
• Revenue: a longer term prognosis– Rental growth (but HB critical)– A better deal for council housing
• For Strategic Housing: capital and revenue constrained equally
Impact for strategic housing
• Staffing and resources– Already under-resourced in many areas
• Requirement for good evidence base– SHLAA / HMA etc– Contracting out and getting it right
• Total Place– Minority of funding controlled via local authority
• Need for partnerships– Could run in opposite direction– Public, private and voluntary organisations pooling resources
Future policy directions?
• Realities of the recession– Domination of economic conditions– Emphasis on restoring growth and mitigating recession impact– Wider ‘priorities’ take a back seat– Fundamentals remain as benchmark
• Housing not public priority - ironically– Focus on recession-related social issues and ‘Housing plus’– Urgent need to build… something somewhere!– New funding models: public equity, private investment– New products: shift to intermediate and private rented
• The new ‘normal’ for housing…
The new ‘normal’ for housing
• Local authority strategy and delivery (co-ordinating and
facilitating funding)
• Co-operative and mutual
• Renting is part of the solution: need more options
• Private rented sector investment and incentives
• Flexible tenure
• Mobility between tenures
• Asset building for renters
• Green homes
It doesn’t matter who’s in power
• ‘Financial constraints’ always win
• ‘Localism’ always wins– But differences of emphasis– If regional tiers are disbanded, issues remain…– Capacity, inconsistency, risk of distortion in supply, where are the
sticks and problems of politics and transition?
• ‘Sub-regional’ always wins– Moving away from national politics to national agencies– Single conversations (or equivalent) across wider areas
Barriers
• Politics and professional expediency not always matched• Public opinion and professional expediency not always
matched• Challenges in making it work: then the recession• Strategic Housing as a professional career direction
– But there are core skills which need greater recognition
• Absence of a good, live (real time), evidence base – What is happening locally and how it is changing
• Officers need support: especially given lack of seniority in many cases
• Getting partners to see beyond their own professional / business interests– Direct and short term
Overcoming barriers• Greater understanding (all levels) of importance of the strategic
housing role– Resources (IDeA) available to support councillors
• More robust ways of working with communities – Developing a collective vision; Connecting communities initiative
• Professional support and development networks – Eg IDeA community of practice
– Champions at different levels; working links between departments
– Detailed understanding of LA and partners’ roles
– Clarity about resources
• Technology and intelligence– GIS and integrating in-house knowledge
– Drawing on partners knowledge, tracking changes and awareness of their priorities
• A senior lead for an essential strategic service
Partnerships and ‘collective thinking’
• LA Strategic Housing Role is a Partnership Role– Co-ordinating evidence and policy– Delivery via partners
• Glass Half Empty– Resource constraints lead to…– Reduction in numbers and status– Retrenchment from partners: it’s all too hard
• Glass Half Full– Recession drives partnerships to greater co-operation and co-
ordination to deliver greater value– Consolidation of regional reforms and/or different government
could drive joint working locally and sub-regionally
Summary: key messages
• Plurality and diversity of provision
• Sub-regional working
• Leadership and capacity critical– Boosting the role and the function
• Partnership – Resources and delivery
Contacts
Steve Partridge
Chartered Institute of Housing and ConsultCIH
Octavia House
Westwood Way
Coventry CV4 8JP
07968 354948
steve.partridge@cih.org
steve.partridge@consultcih.co.uk
Policy Forum 1: The Local Authority strategic role –how can Local Authorities be agents of change?Chair: ALISON BREESE CIHSE Policy Officer and Council Member
STEVE PARTRIDGE Director of Financial Policy & Development, CIH/ConsultCIH
ANDY STANIFORD Housing Strategy Manager, Brighton & Hove Council
21st Annual CIH South East Conference 2-4 March 2010
The Local Authority strategic role – how can Local Authorities
be agents of change?
Housing & Health
Andy Staniford FCIHHousing Strategy ManagerBrighton & Hove City Councilt: +44 (0)1273 293159 e: andy.staniford@brighton-hove.gov.uk
21st Annual CIH South East Conference2-4 March 2010
Brighton & Hove
250,000 people in 120,000 homes
High property prices and low incomes
Non-decent housing across all tenures, primarily affecting the vulnerable
22,000 households (≈1:5) in the city have someone with a support need
High proportion of homelessness around mental health and physical disability issues
21st Annual CIH South East Conference2-4 March 2010
The Housing Strategy: A Partnership
Housing Strategy 2009-2014:healthy homes, healthy lives, healthy city
A new approach to the strategy:– Moved from local authority to joint LA & Local Strategic
Partnership– Housing & Support Working Groups (Older People &
LGBT People)– Student Housing Strategy– Phased consultation to increase engagement
Health Impact Assessment by Primary Care Trust
21st Annual CIH South East Conference2-4 March 2010
Housing & Health: The Shared Agenda
Supporting People
Joint Strategic Needs Assessment
Comprehensive Area Assessment
Total Place
Determinants of Health
21st Annual CIH South East Conference2-4 March 2010
Health Impact Assessment
World Health Organisation definition of HIA:
– ‘A combination of procedures, methods and tools to judge the potential effects of policy, plan or project on the health of a population and the distribution of these effects within the population’
– HIA provides decision-makers with recommendations to maximise health gains and minimise potential adverse effects on health and well-being
21st Annual CIH South East Conference2-4 March 2010
Brighton & Hove Health Impact Assessment
Approach:– review of the national evidence base (WHO four-layer
model)– consultation and questionnaire involving stakeholders
and local people– workshops involving Housing and Public Health Staff– review of the Private Sector House Condition Survey – review of the draft housing strategies
Ensures our housing objectives make an active contribution to improving health and well-being and reducing inequality
21st Annual CIH South East Conference2-4 March 2010
Health Impact Assessment Main Findings
Evidence of Cause:– housing quality– noise, damp, repair needs– homelessness– home accidents– anti-social behaviour– lack of support
Evidence of Effect:– mental health (particularly
depression)– physical health– impact on different groups
Interventions:– Lack of primary research– although there are
interventions recommended in reviews by NICE, WHO and GOSE
Overall:– Evidence to show how
housing needs create health needs
– Limited research/evidence to show that resolving housing needs improves health
– A common sense approach?
21st Annual CIH South East Conference2-4 March 2010
Outcomes
Health recommendations in the new Housing Strategy
Improved understanding between health and housing
Joint working:– Public Health directorate now joint with Council and PCT– Public Health representation on LSPs Strategic Housing
Partnership– Housing now member of PCT led JSNA Steering Group (and sub
groups)– PCT joining Single Homeless Steering Group– New Housing Health Inequalities Steering Group with
membership from housing, social care and health
Challenge:– Evidencing health improvements from housing interventions to
inform joint commissioning
21st Annual CIH South East Conference2-4 March 2010
Audit Commission Research
“Building Better Lives: getting the best from strategic housing”, Audit Commission, Sept 2009
Adaptations– Spending £2,000-£20,000 on
adaptations to support an elderly person at home can save £6,000 per year in care costs
Housing Support– Every £1 spent on support can
save £2 on health, tenancy failure, crime and residential care
21st Annual CIH South East Conference2-4 March 2010
CIEH / BRE Health & Housing Calculator
South East Region:
Falls and excess cold:– >33,000 incidents each
year– Likely NHS cost ≈£212m– Cost to remedy ≈£53m
Damp, entry by intruders and overcrowding:– Likely NHS cost ≈£46m – Cost to remedy ≈£155m
South East RegionPrivate Sector Housing Estimated Health &
Housing Costs
£- £50 £100 £150
Stair Falls
Level Falls
Excess Cold
Damp
Entry byintruders
Crowding &Spacing
Millions
Estimated AnnualCost to NHS
Estimated Cost toremedy housing issue
Source: BRE / CIEH - HHSRS Calculator
21st Annual CIH South East Conference2-4 March 2010
Inside Housing / CIH
21st Annual CIH South East Conference2-4 March 2010
The Housing Strategy: Making a Difference
Over the lifetime of this strategy we would like to achieve:
– Improving the quality of council housing up to the Decent Homes Standard, improving energy efficiency and regenerating deprived areas
– A balance of support and enforcement to tackle social exclusion, anti-social behaviour and improve quality of life
– An Accessible Housing Register of adapted and wheelchair homes– More affordable housing, particularly family housing– All new homes built to Lifetime Homes Standard and 10% of all
affordable housing built to the wheelchair standard– Support being provided to around 4,000 people every year to
help them maintain their independence– Improved access to inclusive housing and support services for
vulnerable people
21st Annual CIH South East Conference2-4 March 2010
The Region’s Challenge
Effective housing and support services improve the health of local people.
– How much additional pressure would be placed on health and care economies if housing and support services were reduced?
– What is the potential for the health and care economies to make future savings through targeted expansion of housing and support services?
21st Annual CIH South East Conference2-4 March 2010
Thank You for Your Time
Housing Strategy Team, Brighton & Hove City Council, 4th Floor Bartholomew House, Bartholomew Square, Brighton, BN1 1JE
t: +44 (0)1273 293055 f: +44 (0)1273 293168 e: housing.strategy@brighton-hove.gov.uk
Policy Forum 1: The Local Authority strategic role –how can Local Authorities be agents of change?Chair: ALISON BREESE CIHSE Policy Officer and Council Member
STEVE PARTRIDGE Director of Financial Policy & Development, CIH/ConsultCIH
ANDY STANIFORD Housing Strategy Manager, Brighton & Hove Council
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