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Workshop 6: Co-operative Housing - Noel Chambers
- 3. Background •ALMO founded in 2002 to manage Rochdale MBC’s Council Housing •50 neighbourhoods •600 employees •2 Stage Transfer: • Transfered Stock 13,650 in 2012. • Mutualised in 2013. •Largest Mutual Landlord. •Uniquely owned by Tenants and Staff.
- 4. Our Big Idea Co-ownership • tenants and employees as members Co-production • shared priorities • working together Changed relationships and culture
- 5. Our Reference Points • Community owned housing associations • Health, Social Care and Leisure mutuals • Social enterprise • Employee owned business • Traditional mutuals and retail co- operatives • International experience
- 6. A new governance model Members (tenants, employees) Representative Body Board of Directors (executive and non-executive) Partner organisations
- 7. Our Values
- 8. Making a difference • Tenant and employee dynamic • Member voice and influence • Membership and Corporate Strategy • New values • Co-operative approaches
- 12. Growing and developing membership • That reflects tenants & employees • Opportunities to shape RBH • Engaged membership • 3,500 tenant members, 500 staff members
- 13. in 3 words:
- 17. New Kids on the Block Other Mutuals/Future Mutuals With a number of other Councils considering mutual under stock options
- 18. Working with our new colleagues
- 19. Context: Housing Policy Welfare Reform - Housing Benefit/Bedroom Tax -Universal Credit Rent Policy: - CPI vs RPI New Provision - Reduced Grant Spend - Reduce Grant Per Unit - “Affordable Rent” (80% of Market) - Rent Conversions
- 20. Housing Market Package November 1992 to March 1993 £612 million of ‘new’ money Equated to a 40% increase in development programme. 20,000 homes acquired and £1bn+ invested Help To Buy April 2013 to November 2014 38,052 Sales Equity Loans Changing Times:
- 21. Changing Government: Same Issues • More “Freedoms & Flexibilities” to do it yourself • More planning reforms & new towns • Austerity continues: No commitment to extra funding for social housing except Liberal Democrats (and which party is facing meltdown) • Parties of the left to reform/scrap Bedroom Tax
- 22. Changing face of Social Housing • “Sweating Assets” • Increased Rents, Reducing Grants • Diversification • Non-grant development • Private Renting • Partnerships & Mergers
- 23. Challenges facing Mutuals/Co-ops • Diverse numbers and types: Community gateways Community land trusts Development trusts Housing co-ops Self build schemes Tenant management organisations Transfer mutuals
- 24. Challenges facing Mutuals/Co-ops • Hard to speak with one voice • Hard to act in concert • Many Co-ops developed in the 70s/80s/90s sat on high levels of equity and strong revenue streams • BUT Sector developing too few new homes How can we unlock those strengths to provide more housing ?
- 25. Which plays into Political Attitudes • Small sector, minority interest • Not against us, but not a priority for hard cash support • In terms of social housing High subsidy: money and effort, low output • For some Politicians this means….. Not part of solution ? Must be part of the problem
- 26. Moving forward: • Growth of new mutuals will grow sector in numbers, New development and, hopefully, influence as balance shifts from management to management & development • CCH working with sector and partners on new development solutions: Unlocking loan finance through “Warehousing” borrowing & assets.