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Place north west social  housing forum 2011

Place north west social housing forum 2011



Presentations from keynote speakers at Place North West's Social Housing Forum, held in Liverpool in June 2011, sponsored by Hill Dickinson and Bidability

Presentations from keynote speakers at Place North West's Social Housing Forum, held in Liverpool in June 2011, sponsored by Hill Dickinson and Bidability



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  • Increased net rental income stream (new/ conversion) Cross subsidy (surplus, RCGF, DPF, disposals, market sale) Reduced costs (land, NHB, efficiencies) HCA funding (minimum to make programme viable)
  • Excellent track record 2008-11, though particularly in terms of delivery 2010/ 11 – to give you the headlines, nationally we achieved xxxxxxx The and well poised to build upon that as we move forwards. We do so though, in a new politcal & economic climate – looking for us to do things differently,
  • Allocations/ mobility – flexible tenancies, LA tenancy strategy, Customer groups – target different groups? Customer understanding issues Cross subsidy – recycled grant, market sale, disposals Public land – La/ HCA/RDA etc NHB – circa £17m across NW in Yr 1 Active asset management – of both new and existing stock (flexibility to convert) Delivery partnerships - consortia/ working with developers Efficiency – procurement/ shared services/ mergers/ group structures Risk - HB issues + increased borrowings/ gearing ratio (shift from upfront capital subsidy toward multiple revenue sources) New models – bonds, market rent, institutional investment etc .

Place north west social  housing forum 2011 Place north west social housing forum 2011 Presentation Transcript

  • Welcome to the Place North West Social Housing Forum Paul Unger, Editor, Place North West
  • Claire Griffiths Managing Director Regeneration & Commercial Development Plus Dane Group
  • A Neighbourhood investor perspective Claire Griffiths Managing Director Regeneration and Commercial Development Plus Dane Group
  • Where I’m coming from
    • HCA lead development partner since 2003
    • C12,000 units in Merseyside and Cheshire
    • HomeBuy Agent for Cheshire and Merseyside
    • Over 1,300 new units delivered since 2008
    • 200 Future Jobs Fund apprenticeships
    • Commercial focus on office, retail and market housing
  • The job to be done
    • 2011-15 Programme
    • Regeneration
    • Continuing new supply
    • Investing in neighbourhoods
    • Making the links
  • The challenges
    • Affordable Rent
    • Welfare Reform
    • Culture Change
    • Post 2015
  • The opportunities
    • Localism
    • New Partnerships
    • New Markets
    • Delivery
    • Adaptability
  • Summary
    • Let’s engage with the opportunities
    • Create new public and private partnerships
    • Role of Local Authorities critical
    • Recognise welfare reform as the biggest sector challenge
    • Take control of the knowns - cut costs, innovate our assets, attract equity
    • Acknowledge unknowns – unintended consequences of reform
    • Fleet of foot!
  • Gwen Crawford Director of Housing Regeneration Bolton at Home
  • Context
    • Bolton at Home established in 2002 to deliver Decent Homes
    • Unique as a Regeneration ALMO, delivering private sector housing renewal as well as managing public sector housing
    • Four Beacon awards
    • 3 star status from the Audit Commission in 2005
    • Bolton Council is a 4 star Council
    • Tenants balloted on stock transfer in 2010
    • Transfer of stock to Bolton at home took place in March 2011
    • One of the main elements of the offer to tenants was ‘Transforming Estates’
  • What is Transforming Estates?
    • An integrated and ambitious Regeneration programme for former Council estates comprising –
      • Great Estates (transforming the physical environment of estates)
      • New Build (housing for sale and rent)
      • Social & Economic Regeneration (Narrowing the gap of deprivation which exists on estates and enabling our customers to take advantage of employment opportunities)
  • Great Estates (environmental transformation)
    • A recognition that Decent Homes was only ‘half a job’
    • Estates still looked unloved, unkempt, and uncared for
    • Difficult to ask customers to care more for their environment when the environment within estates was often so physically poor to begin with
    • A belief that a holistic and intelligent approach was needed which would transform environments on estates
    • Aligned with a belief that we did not have the necessary design skills in-house to deliver this
  • Great Estates
    • Competition held for architects to work with us to redesign estate environments in 5 pilot areas
    • A borough-wide environmental audit of estates was conducted in 2005
    • Every area was objectively graded by its environmental quality across a range of indicators
    • Community engagement and involvement is at the heart of the approach
  • Great Estates
    • We selected five pilot estates on which to trial the approach
    • The worst areas were selected based on scores within the Environmental Asset audit
    • This was supplemented by intelligence from housing management around customer complaints and other issues
    • A variety of typologies chosen including inter-war garden suburb estate, 1960’s low-rise, Radburn etc.
    • Extensive consultation undertaken with residents and architects to achieve consensus
  • Community Engagement
  • Community Engagement
  • Community Engagement
  • Shepley Avenue - Before Great Estates
  • Shepley Avenue – After Great Estates
  • Thornbank – Before Great Estates
  • Thornbank - After Great Estates
  • Brownlow Way – Before Great Estates
  • Brownlow Way – After Great Estates
  • Hall i’ th’ Wood – Before Great Estates
  • Hall i’ th’ Wood – After Great Estates
  • The improvements are very good. . . It’s brought the neighbourhood together, what we have found since all this has taken place is that we talk more, it’s really knitted the whole community together . . . “ ” The Verdict – Great Estates
  • Socio-Economic Regeneration
    • Bolton has a Neighbourhood Management approach to working with communities and partners in the most deprived areas
    • Bolton at Home is a key partner in delivery, with four Neighbourhood Management teams focusing on deprived former Council estates and adjacent neighbourhoods
    • We have a comprehensive action plan aimed at getting people ready for work or training via a series of supportive, targeted measures
    • Joined-up working with Economic Development, Health, Police and other partners
    • Joint training for front-line staff to enable them to raise these issues with customers
  • Socio-Economic Regeneration
    • Urban Care and Neighbourhood centres (UCANs) provide a physical basis for our Community Development staff
    • Capacity building for communities – e.g. enabling customer groups and communities to raise funding for their own activities
    • Work with six local housing charities through ‘Collaborate’
    • Increasing support for Hoot, the local credit union
    • Increased support for and work with social enterprises
    • 20 x 14 Plan – environmental sustainability strategy includes behaviour change and improving affordable warmth
    • Developing our approach to Social Responsibility issues
  • New Build
    • Development possibilities were identified as a spin-off from the environmental audit in 2008
    • Analysis of all neighbourhoods undertaken in terms of existing quality and future potential
    • Numbers – scope for up to 6,000 new build mixed tenure units within and adjacent to former Council estates
    • Delivery vehicle - SPV delivery model developed and economic appraisal undertaken
    • Joint Bolton / HCA Project team established to test the proposals and take them forward
  • New Build
    • Transforming Estates New-build included as a priority within the Council’s Core strategy for planning purposes
    • HCA supportive of proposals and interested in investment – funded an economic evaluation using Green Book approach
    • Work with Council departments to look at housing development in the context of borough-wide strategies, e.g. POS policy, BSF
    • An intelligent approach to development – looking not just at what sites are potentially available to develop, but what might be achieved by holistic re-planning of an area
    • Including looking at open space provision where in return for development land, a better open space offer can be provided
    • Council receptive to gifting its landholdings to programme
  • Transforming Estates
    • The intention was to bring the elements of TE together (Great estates, Social/Economic and New-build) in an integrated way by master-planning neighbourhoods
    • Shared with residents, Council departments including Planning, Environmental Services and other key land users
    • Proposals generally supported and universal sign-up to vision
    • Funding for the social / economic and Great Estates elements were contained within the stock transfer business plan
    • Funding for new-build dependent on a combination of HCA investment, cross-subsidy, free land and equity capital
  • New Build
    • And then …..
    • The credit crunch and recession happened
    • House prices fell sharply therefore reduced ability to cross-subsidise
    • Houses not selling due to market uncertainty
    • First time buyers experiencing increasing difficulty in obtaining mortgages
    • Cross-subsidy within schemes becoming very difficult
    • Council cuts leading to increased need to sweat land assets
    • Significant cuts to HCA funding
  • Transforming Estates – where is it now?
    • Social / economic work has made good progress
      • Neighbourhood Management approach embedded and a wide variety of community initiatives being supported – e.g. food growing, dads and lads
      • Numerous examples of customers volunteering and growing skills and confidence on a pathway to work
    • Great Estates work is being progressed and mainstreamed as part of post-transfer Investment Programme for Bolton at Home
      • Looking at establishing our own fencing fabrication facility
      • Reduced inability of Council to match and supplement the programme means that we are having to reduce the scope and focus master-planning on the worst neighbourhoods
  • Transforming Estates – where is it now?
    • New-build
      • Little progress for a year or two – focus on stock transfer
      • Bid submitted for a modest programme as part of the new Affordable Rent framework
      • Currently working with arc4 on a portfolio of 12 sites
      • To develop a range of products in the context of the Bolton housing market taking into account local costs and values
      • Using these products, to undertake financial appraisals of the 12 sites to appraise development options and optimise site use
      • Evaluate the delivery mechanisms and partnerships required to deliver development within a Transforming Estates context
      • We aim to get the show back on the road within the next couple of years as the economic situation hopefully stabilises and confidence starts to return
  • Summary
    • Transforming Estates was developed as a holistic and joined-up response to the challenges we faced post Decent Homes
    • It is ambitious and transformational
    • The vision remains the same even though the delivery route will have to adapt and change
    • It is the best opportunity we have in Bolton to deliver sustainable, successful communities within former Council estates
    • For more information contact Gwen Crawford on 07795 061823
    • Any questions…?
  • Roundtable Discussions
  • Refreshments
  • Roundtable Discussions
  • Jan Rowley Director (interim), Housing & Neighbourhoods Liverpool City Council
  • Social Housing in Liverpool Jan Rowley Interim Director of Housing and Neighbourhoods Liverpool City Council
  • Background
    • The City Council was previously Liverpool’s main provider of social housing
    • Since 1993 a succession of stock transfers
      • 5300 tower block flats to the Housing Action Trust in 1993
      • 4400 homes in Speke/Garston to South Liverpool Housing in 1999
      • 12200 homes in the City’s Eastern Fringe to Cobalt, Berrybridge and Lee Valley in 2003
      • Remaining 15,000 homes to Liverpool Mutual Homes in 2008
  • Current profile of social housing providers in the City
    • Prominent social rented sector
    • Diversity in terms of the types of providers
      • LSVT organisations specially created for stock transfer e.g. Liverpool Mutual Homes and South Liverpool Housing
      • Large RSLs with wide national/regional base e.g. Riverside, PlusDane
      • Smaller specialist providers e.g. Steve Biko
      • Community based associations e.g. Eldonians
      • Also around 25 housing co-operatives
  • Geographical distribution of social housing
    • City Centre – 20.6%
    • Inner Core (excl. City Centre) – 35.9%
    • Central Buffer – 22%
    • Suburban Core – 8.8%
    • Eastern Fringe – 39.5%
    • Southern Fringe – 40.1%
    • Liverpool – 27%
  • With the permission of Ordnance Survey. License no. 100018351, 2011 RSL Ownership
  • Concentrations of social housing With the permission of Ordnance Survey. License no. 100018351, 2011
  • Strategic approach to social housing
    • Balancing housing markets
    • Sensitivity to existing tenure mix in localities when deciding on new provision
    • Creating a mixed housing offer that supports economic growth and promotes balanced communities
    • Transfer of all the City’s remaining housing stock to RSL’s which has accessed funds to improve housing conditions in the social sector
  • Social housing as a tenure
    • Increasingly less distinct from other sectors – owner occupation and private rented housing
    • RSL’s have developed a range of alternative products – shared ownership, intermediate renting, Rent to Homebuy
    • Affordable rents framework is a continuation of this trend
    • However, RSL’s still have an ethos of helping the most vulnerable and strive for the highest standards in the management and maintenance of their properties
  • Our relationship with social housing providers
    • Council maintains a housing register (13,000 applicants) and meets housing needs through nomination agreements with social housing providers
    • Housing choice facilitated through Propertypool, Liverpool’s choice based lettings system
    • RSL’s provide other services commissioned by the Council – sheltered and supported housing , handypersons services
    • Providers are development partners for new social housing
  • RSL’s are key strategic partners
    • Formulation of City’s housing direction through the strategic housing partnership, Liverpool First for Housing
    • Delivery agents in regeneration areas through LIFE model
    • RSL’s deliver on some of the City’s wider socio-economic objectives – Anti Social Behaviour, neighbourhood management and worklessness
  • Challenges
    • Delivering new social housing through the Affordable Housing Framework
    • Agreeing a tenancy strategy which maximises investment opportunities while protecting the vulnerable
    • The impact of welfare benefit reforms on rental income streams
    • Confidence of lenders to invest in social housing
    • Ability to maintain diversity of social housing providers following mergers and formation of group structures
  • Danielle Gillespie North West Strategy Manager Homes & Communities Agency
  • Place North West Social Housing Forum Danielle Gillespie, Strategy Manager – North West 15 June 2011
  • Contents
    • 2010/11 Delivery
    • Role of HCA
    • Affordable Homes Programme
    • Key Issues
  • Delivery 2010/11 North West Total = 3,766 starts & 4,350 completions
  • Affordable Homes Programme
    • Form of social housing
      • Up to 80% market rent
      • Provision to convert existing stock
    • Four broad funding streams
      • Increased net rental income stream + borrowings
      • Cross subsidy
      • Reduced costs
      • HCA funding
    • Proposals to cover 4 years ‘offer’ set out by LIP area
      • Need to demonstrate fit with local priorities/ needs/ ambitions
    • Ongoing LA/ HCA/ RP dialogue
    • Less capital subsidy per unit + payment by results
  • Land & Regeneration
    • Working with local authorities to realise the greatest possible benefits to communities from HCA and other public land
      • Creating marketable investment packages
      • Providing technical expertise
    • £1.3bn of existing Government regeneration commitments
    • Accelerated disposal of land
      • HCA land holdings published online
      • Disposal Strategy published (May 11)
    • Preparing for transfer of RDA assets
      • Proposed North West Stewardship Model
  • Enabling
    • Working with Local Authorities at their request to:
      • Examine local opportunities for housing, growth & renewal
      • Maximise the potential of HCA and other sector public assets
      • Develop new approaches & partnerships for delivery
      • Deliver – drawing on specialist expertise & capacity
    • Working with other stakeholders
      • Lenders
      • Developers & RPs
  • Key Issues
    • Change Ahead
      • New approaches to development
      • Active asset management
      • Delivery partnerships
      • Broader range of products
      • Different customer groups
    • Key issues remain
      • Quality, quantity & access issues
      • Efficiency savings
      • Capacity
      • Prioritisation
      • Uncertainty
  • Conclusions
    • Spending review has produced a major shift in the way housing & regeneration are delivered
    • Significant challenges and opportunities
      • Working with new paradigm – decentralisation, incentives and localism
      • Delivery capacity in private and public sector
      • ‘ Necessity breeds innovation’
    • Role of HCA to help deliver local priorities
  • Q&A Panel Debate