Access, customer care & user focusfs-fileshare-eu.s3.amazonaws.com › corby › imported › CouncilAndDemocracy...CONTENTS Lead Member’s Pro-log Page 3 Executive Summary Pages

CONTENTS Lead Member’s Pro-log Page 3 Executive Summary Pages 4&5 1. Background Pages 6-12

1.1 The current context of housing provision and

services in Corby 1.2 Wider investment and development strategies 1.3 New frameworks for service improvements and

delivery 2. Assessing current housing

provision and services Pages 13-24

2.1 Achievements against CBC “Housing Strategy 2005-08”

2.2 Assessments of current services and priorities 2.3 The wider context for housing provision 3. Priorities for future housing

provision Pages 24-39

3.1 Evidence for priorities 3.2 Key concerns

• Delivering a balance of high-quality market and affordable housing

• Improving the housing stock across all tenures

• Meeting the needs of homeless and vulnerable households

• Delivering ‘sustainable neighbourhoods’

3.3 Recommendations for action

• Short-term 2008-09 • Medium-term 2009-11 • Longer-term 2011-16

4. Partners, performance, and resources Pages 39-47

4.1 Partners and partnerships 4.2 Managing performance 4.3 Use of finances and other resources 4.4 Achieving Value-for-Money

Appendices Pages 47-82 A. Strategic Action Plans 2008-11 B. Principles for housing growth in Corby C. Summary of strategic 2006-08 ‘homelessness’

priorities D. Sources of key evidence & guidance for strategic

planning E. New social housing pipeline developments F. Performance G. Glossary

CORBY BOROUGH COUNCIL - HOUSING STRATEGY 2008-11 November 2007 Neighbourhood Pride Services

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Lead Member’s Prologue The aims contained within this Housing Strategy for 2008-11 will assist us in creating safer, stronger and more sustainable communities, whilst understanding the present and future needs of all sections of the community within the Borough. To achieve these aims close working relationships with all of our partners from the public, private and voluntary sectors is essential. We already have a robust foundation of partnership working from which to build upon but the local community’s involvement through consultation is crucial to its success within the decision-making process. There is an increasing need for housing within the borough across all types of tenures, whether it be for open market sale, low cost home ownership or social rented housing provided by the public and private sectors. We aim to ensure that it is built to a good standard across all developments in order to create communities that are long-standing. This strategy provides a flexible approach in allowing the delivery of the evolving needs of all of the sections within the community and gives direction of travel for the housing needs within the borough with the aim of having a positive contribution to the regeneration and growth agenda for Corby. Councillor Bob Eyles, Lead Member for Housing


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EXECUTIVE SUMMARY There have been a series of service and partnership developments since 2005, but more are required to underscore growth and regeneration, within the town. These partnerships are required to be relevant and sympathetic to the growing needs within the town and are key to the flexibility of the reactions needed to address change, whether that change be known ahead of time or not. This is essential if we are to strengthen our achievements and realise our business objectives. This strategy covers the aims and objectives of Corby Borough Councils, Neighbourhood Pride Services (NPS). NPS is responsible for the delivery of housing services within the borough and all related issues. These services are; the Landlord management of the Authority’s some 4800 housing stock (including supported housing for the elderly and homeless); Maintenance and modernisation of the stock; Neighbourhood management (including community safety and partnership); Housing Register maintenance (including the nominations to various Registered Social Landlords and CBC housing stock); Housing Options Advice incorporating Homelessness advice and determination; Service Improvement and best practice (including value for money) and Warden Services for older persons (including control centre services that also cover the vita link service and out of hours service co-ordination). Each of these services link in with the related services of the council and other organisation to proved a partnership approach to their delivery. The following is a list of areas that the Strategy deals with in greater detail: Key concerns:

• Delivering a balance of high-quality market and an appropriate mix of affordable housing to sustain local ‘growth’ and ‘regeneration’.

• Improving the housing stock across all tenures. • Meeting the needs of local homeless and vulnerable households. • Delivering ‘sustainable communities’.

Focus upon the role and work of partners and partnerships:

• Managing performance. • Use of finances and other resources. • Achieving Value-for-Money.

Maintaining and improving services:

• Customer care and service user focus. • Equality and Diversity of services. • Benchmarking and improving research.

Recommendations for next actions:

• Short-term 2008-09.


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• Medium-term 2009-11. • Longer-term 2011-16.

List of documents that have an influence on service delivery:

• Controls on Planning. • Decent Homes. • Energy Certificate. • Housing Act 1996 (as amended in 2002 for Homelessness). • Crime reduction. • Local Area Agreement for Northamptonshire & Local Strategic Partnership. • Choice Based Lettings Guidance. • Corporate Strategy – One Corby. • NPS Service Plan

NB: It should be noted that the above list is not exhaustive but represent the main impacting documents.


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1.0 Background 1.1 The current context of housing provision and services in Corby 1.1.1 The scale of change to modern Corby The scale of new developments in Corby is truly spectacular and the Borough is on target to achieve its goal of doubling its population by 2030. Public and private sectors are working in partnership to deliver key projects worth more than a quarter of a billion pounds. In partnership with the North Northants Development Company, East Midlands Development Agency, English Partnerships, central government and Northamptonshire County Council, the Borough Council is in the process of creating a whole range of new houses, shops, schools and community facilities. It will mean new roads, better transport links, a new train service and station, miles of safe cycle paths, a new 450 seat theatre and arts centre, library and other leisure facilities, plus a state-of-the-art 50-metre swimming pool complex. This is much more than just a series of ‘regeneration’ projects: it represents a rare vision to craft a modern Borough that will be a world away from the past - building indeed “a bigger, better, brighter future” for Corby. 1.1.2 Regeneration and Growth The Borough’s enthusiastic endorsement of the government’s ‘growth’ agenda for the wider Milton Keynes and South Midlands area has seen the recent development of hundreds of new homes - everything from first-time-buyers through to large executive-style houses. The current activity of most major house-builders has seen the Borough have one of the highest rates of new residential development anywhere in the UK. Key areas for new housing include Oakley Vale, a 436-acre site began four years ago where over 2300 homes have already been built of the 3200 proposed; Priors Hall a new urban extension of 5100 properties stretching into the neighbouring Borough; and Little Stanion, a 1000-home high quality development. The Borough has rightly been described in the media as a “property hotspot”, and has featured around the top of national comparison tables for price rises. Hard-in-hand with wider retail and commercial regeneration and development has been a deliberate policy of estate renewal for parts of the Borough with the most challenging situations and reputations. The local authority remains the owner and provider of most social housing in the Borough, but is aware of the need to see this reflect modern aspirations and dovetail into modern mixed-tenure neighbourhoods, with services delivered through broad-based neighbourhood teams. A demolition programme to remove over 350 low-demand properties has commenced along with their gradual replacement by targeted new housing development to re-model and revitalise the local housing market. 1.2 Wider investment and development strategies Underpinning the delivery of new housing provision in Corby and the wider North Northants area are a range of key development and investment strategies:


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1.2.1 National level - The Government’s “Sustainable Communities Plan” from 2003 has established the ‘Milton Keynes South Midlands growth area’ as one of four key areas for new housing growth, and this includes the whole of Northamptonshire. - The 2007 Housing Green Paper and recent Planning White Paper set out Government intentions to streamline planning and development processes, and for combining the Housing Corporation and English Partnerships together as a new national housing delivery agency. This has been refined within the current Housing & Regeneration Bill which sets out the establishment of the Homes and Communities Agency (and the abolition of the Housing Corporation) and outlines the provision of a new regulatory regime for social housing.

- A decade on from the first CSR, the 2007 Comprehensive Spending Review CSR07 represents a long-term and fundamental review of government expenditure covering departmental allocations for 2008-09, 2009-10 and 2010-11. Amongst other aims, CSR07 has a fundamental commitment for “a more strategic approach to asset management and investment decisions, ensuring the UK is equipped with the infrastructure needed to support both public service delivery and the productivity and flexibility of the wider economy”. - The Government has also announced as part of CSR07 30 cross-departmental Public Service Agreements, (PSA targets) top priorities that come into effect from April 2008, under the following key objectives:

• Sustainable growth and prosperity (PSAs 1-7) • Fairness and opportunity for all (PSAs 8-17) • Stronger communities and a better quality of life (PSAs 18-26) • A more secure, fair and environmentally sustainable world (PSAs 27-30)

The two Delivery Agreements with the strongest ‘housing’ emphasis are: PSA Delivery Agreement 20: to increase the long term housing supply and its affordability PSA Delivery Agreement 21: to build more cohesive, empowered and active communities. - The new ‘National Affordable Housing Programme, 2008-11’ has been launched by the Housing Corporation, with challenging targets for the levels of grant that are available for new development (around £44,000 average for rental units in the East Midlands, and £20,000 for shared-ownership units). It is understood that the 2008/9 - 2010/11 national programme is expected to deliver 180,000 new social homes over 3 years, with an indicative budget of £8bn, of which approx £6.5bn is for rental units. Bids for grant-funded development in Corby are likely to be expected from RSLs from April 2008 onwards. - The current Planning Reform Bill notes the proposed new Planning Charge - now branded as a Community Infrastructure Levy (CIL) – provides for the Secretary of State to make regulations (with Treasury consent) that will apply to all planning authorities in England and Wales, although further information on the scope and operation of such a ‘levy’ are still awaited. The Bill defines the purpose of CIL as "to ensure that costs incurred in providing infrastructure to support the development of an area can be funded (wholly or partly) by owners of land the value of which increases due to permission for development". The regulations will also include provision for how existing ‘Section 106’ powers are to be used.


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http://web02:8442/Amy%20Lewis/Local%20Settings/Temporary%20Internet%20Files/Content.IE5/pbr_csr/psa/pbr_crs07_psagrowth.cfm

http://web02:8442/Amy%20Lewis/Local%20Settings/Temporary%20Internet%20Files/Content.IE5/pbr_csr/psa/pbr_csr07_psaopportunity.cfm

http://web02:8442/Amy%20Lewis/Local%20Settings/Temporary%20Internet%20Files/Content.IE5/pbr_csr/psa/pbr_csr07_psacommunities.cfm

http://web02:8442/Amy%20Lewis/Local%20Settings/Temporary%20Internet%20Files/Content.IE5/pbr_csr/psa/pbr_csr07_psaenvironment.cfm

- The revised guidance from 2006 “Planning Policy Statement 3 : Housing” has refined the expectations for how authorities consider the planning of new housing developments, setting new targets for site densities of new residential developments and amending the ‘trigger’ points at which obligations for mixed-tenure outcomes should become effective. PPS3 furthermore sets out the context for Strategic Housing market Assessments, and requires local authorities to undertake Strategic Housing Land Availability Assessments - to identify a rolling 5-years worth of deliverable sites, and identify land looking at least 15 years ahead in suitable locations. - In February 2007 the Hills Report Ends and Means: The Future Roles of Social Housing in England summarised work carried out to address the key question of ‘what are the options to help people afford decent housing?’, and concluded that the aim of providing “a decent home for all at a price within their means” is likely to require more action to support people’s livelihoods and so boost the means at their disposal. - June 2007 saw the publication of the Cave Report, Every Tenant Matters: A review of social housing regulation which contained recommendations to Ministers on the establishment of an independent regulatory body with three principal duties: • To ensure the continuing provision of high quality social housing • To empower and protect tenants; and • To expand the availability of choice of provider at all levels of the provision of social housing. Subsequent Government consultation between June and September 2007 has informed debate that has agreed the new regulatory body of the Office for Tenants and Social Landlords to be established by April 2009. - the Review of sub-national economic development and regeneration, issued by HM Treasury and CLG in July 2007, to consider how local authorities and Regional Development Agencies are empowered to spread economic well-being and opportunity to everyone in their region, and to clarify how objectives for promoting growth and tackling deprivation are clear, focused and relevant. 1.2.2 Regional level - A number of policies in the “Regional Spatial Strategy for the East Midlands” (also known as the East Midlands Regional Plan) are focused upon the overall volume of housing development in the region up to 2026. These include policies for affordable housing, rural housing, targets for efficient land use, and accommodation for Gypsies and Traveller communities. - The East Midlands Development Agency’s “Regional Economic Strategy, 2006-2020” is also committed to the delivery of an increased amount of housing across the region, with targets for improving the range of provision and for regenerating those parts of the region ‘of low demand’. - The “2008-11 Regional Housing Investment Strategy” has set expectations that 34% of the regional budget will be allocated for affordable housing in the Southern sub-area (though there may be a slow take-up of such funds due to the nature and extent of large-scale sites across the sub-region), and is informing the development of a new East Midlands Regional Housing Strategy, due to be signed-off by the Regional Housing Planning and Transport Joint Board by Autumn 2008. Besides overall regional housing


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http://sticerd.lse.ac.uk/case/news.asp#SocialHousing

http://www.communities.gov.uk/publications/housing/everytenantmatters

investment, the emerging Regional Strategy is also likely to focus upon ‘affordability’, housing design, rural housing, and planning for an ageing and vulnerable population. 1.2.3 Sub-regional level -The “North Northants Core Spatial Strategy 2007”, has noted that targets for the delivery of new housing in the |Borough are for 16,800 new properties to 2021. Of this total 15510 are proposed for the urban core of the Borough and 1290 for the rural areas, of which completions have totalled 1,491 up to 2006.

- The “2007 North Northants Strategic Housing Market Assessment” covering the boroughs of Corby, East Northamptonshire, Kettering and Wellingborough has provided an up-to-date analysis of local housing market conditions, using new Housing Needs Surveys and extensive analysis of other supplementary data. It has recognised the substantial development of Corby’s modern housing market and the substantial numbers of new properties being created. It recognised and supported Corby’s focus upon prioritising delivery of new housing stock for sale, however it has confirmed that future needs will require a mix of new market and affordable properties. - The 2007 SHMA was itself highlighted in the ‘2007 Sub-regional Housing Action Plan’ which had been complied by the Northamptonshire Housing Strategy Officers for co-ordinated action on housing priorities across the county-area. - Other cross-boundary work in progress is to create a “North Northants Local Development Framework” covering the same four boroughs, to act as a common framework for a ‘levy’ agreement for planning contributions from the development sector to meet the infrastructure and associated development costs of the new housing areas. - Strong development interest from the private sector – such as the ‘North Northants Stakeholder Group - has made proposals for how statutory agencies might enhance their current separate roles by collaborative work, even to the extent of combining authorities. There is also a feeling that projections for household growth in the sub-region are too modest, and that the market could allow for new 2026 housing development targets to be significantly increased. A review of sub-regional targets is anticipated from the Regional Plan examination and Review that is already under way. 1.3 New frameworks for service improvements and delivery 1.3.1 CBC corporate strategies and performance The Borough Council has detailed key regeneration and growth ambitions within its ‘One Corby’ policies. A number of its pledges detail ‘housing’ or housing-related issues:

• adopting a statutory `Better by Design’ planning policy document with other North Northamptonshire authorities in order to achieve the highest standards of design, construction, energy efficiency and environmental sustainability in all future housing developments and communities;


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• cutting Corby’s Housing ‘Waiting List’ and boosting home ownership aspirations by ensuring that appropriate numbers of all new homes built in Corby are made available at low, social rent-levels or affordable levels to buy;

• reducing the number of lettable, empty Council properties across the Borough to an average of less than 50, and the time to re-let them to 30 days or less;

• increasing investment in cleaner, safer, neighbourhoods and improving the quality of life of all residents by creating a third Neighbourhood Management Team and sponsoring further Police Community Support Officer resources;

• conducting a Green Audit, setting a carbon reduction target and implementing a rolling programme of measures to reduce adverse impact on the environment and encourage sustainable regeneration and growth. 1.3.2 Assessments of service delivery and ‘Local Area Agreements’ Formal assessments of the Council’s service performance, as conducted by the Audit Commission in a now somewhat dated Comprehensive Performance Assessment (CPA) was disappointing but recent studies have indicated a much improving position for re-inspection in September 2008. Proposals from the Audit Commission have been made for replacing the CPA assessment framework with a new combined assessment framework for local services from 2009 (to be called the Comprehensive Area Agreement). It is intended that a revised and broadened assessment of local services will be a catalyst to help co-ordinate, rationalise and target service inspections, and to focus subsequent interventions where they are considered to be most needed. Such future assessments will be conducted as a source of independent information and assurance about local services for citizens, people who use services, taxpayers and central government and will focus on the delivery of outcomes that are the responsibility of councils either alone or working in partnership with others. This means that future service assessments are likely to consider, for example, health and well-being; community safety; sustainable communities; economic development; local housing markets; and children’s and older people’s services, in addition to other council services. Future service assessments and inspections are expected to report on comparative performances against a new national ‘indicator’ set (along with an annual ‘direction of travel’ assessment and an annual ‘use of resources’ assessment). Such assessments would thereby assess the extent to which local authorities and partners have been successful in achieving the objectives set out within Local Area Agreements (LAAs) - mutual ‘agreements’ between local authorities and other key agencies to deliver local service outcomes and achieve other wider community benefits than might stem from the activity of bodies working separately to each other. The Government has proposed that new and wider agreements are underpinned by new statutory requirements on authorities, giving them a ‘duty’ to co-operate and oversee amalgamated budgets, in order to focus activity and impact over wider areas. The government’s proposals also suggest the creation of a new ‘’Sustainable Community Strategy’, which local partnerships will use to encapsulate the local vision for what is sought from their cross-agency LAAs in practice.

1.3.3 Embedding ‘housing’ in wider strategies The current LAA framework operating in Northamptonshire operates on a county-wide basis, and is undergoing current redrafting. It has as a general objective the ‘increased delivery of affordable housing’ in the county, but little else of a specific ‘housing’ nature.


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Future inter-agency frameworks, alongside any background Sustainable Community Strategy’, will need to be more specific on how planning and infrastructure responsibilities of key agencies are shaped to impact upon residential opportunities in Corby and neighbouring Boroughs. In order to become such an effective common framework a revised LAA will need to:

• shape the new ‘Sustainable Communities Strategy for Northants’ as the baseline reference and strategy for spatial, economic, social, transport and service delivery for sustaining balanced ‘Growth’ across the sub-region;

• devise and negotiate future inter-agency agreements as the means to deliver the objectives of the Sustainable Communities Strategy such that requirements for the increased delivery of new high-quality mixed-tenure neighbourhoods are ‘owned’ by all the partners and contributors involved;

• improve governance and delivery arrangements that will be ‘fit for purpose’ under the impending focus of future service assessments, and demonstrate the connections between the ‘Sustainable Communities Strategy’, the outcomes of LAAs, and constituent Borough-based housing strategies;

• support Corby’s own new “Sustainable Communities Plan” to deliver on its housing priorities within the Plan’s focus upon providing services to foster ‘Safer Communities, and the outcomes that enhance the ‘Environment and Economic Development’.


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2.0 Assessing current housing provision and services In 2004 the Borough Council agreed a substantial new housing strategy for the 2005-08 period. This has steered a series of service and partnership developments, some of which have been assessed under a housing ‘Best Value’ inspection by the Audit Commission last year. 2.1 Achievements against CBC “2005-08 housing strategy”

2005-08 ‘Leadership’ Objectives already achieved Evidence of improvement or achievement Improvement in Audit Commission standard achieved for CBC housing service ‘functions’ by end of 2006/07

‘One-Star’ award in Best Value Housing Management inspection, February 2007

New CBC service standards in place for neighbourhood housing services

Revised service standards in place, January 2007

Action Plan’ in place to implement CBC “Stock Options Appraisal” priorities

Revised CBC Housing services Business Plan produced, June 2007

Revised Borough-wide inter-agency partnership focused on ‘housing need’

CBC Housing Needs Forum revised Autumn 2006, plus membership of RSL ‘preferred management’ partners

Strategic Housing Market Assessment and Housing Needs Survey undertaken

SHMA report produced July 2007, and HNS produced Autumn 2007

2005-08 ‘Equality & Diversity’ Objectives already achieved

Evidence of improvement or achievement

Updated Borough-wide assessment of the needs of Black & Minority Ethnic communities

Focus upon BME community needs in 2007 Housing Market Assessment and Housing Needs Survey

Updated service information across housing sector available in all appropriate local community formats

Information available for CBC services - 90% satisfaction levels of the BME population in accessing information

Upgrading of facilities used by local Gypsy & Traveller communities

Regional funds acquired in 2006 to commence upgrading of CBC sites.

Improved access to premises used by core CBC housing services

New Customer Service Centre established by CBC in 2006.

2005-08 ‘Economic’ Objectives already achieved Evidence of improvement or achievement Procurement targets featuring within new housing development activity to support local ‘housing market’ and ‘housing supply chains’

First targets within CBC development agreements for estate regeneration projects, Summer 2007


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2005-08 ‘Community’ Objectives already achieved Evidence of improvement or achievement A reduction of time people spend in temporary and non-secure accommodation

Homeless families being housed in CBC housing stock rather than hostel accommodation from 2007

‘Homelessness’ action plans to be integrated into overall strategic work

2006-08 Homelessness Strategy completed, Autumn 2006

All nomination and service level agreements between CBC and local RSLs will be refreshed

All agreements have been revised with ‘local housing management’ partners and other RSL stockholders

2005-08 ‘Regeneration / Renewal’ Objectives already achieved


Full Borough-wide assessment undertaken of private sector housing conditions

Completed private sector house condition survey in Summer 2006

Action Plan’ drawn up to deal with over 700 identified unfit private homes used by vulnerable households

Action Plan in place Spring 2007, to direct activities to meet Decent Homes standards for private sector housing by 2010

Identification of new funds to support renewal or improvements to private sector stock

CBC revised home improvement grant scheme in place summer 2006. ‘Equity release’ loan schemes included.

First demolition of low demand properties in Lincoln Way, Arran Way and Danesholme areas

First units removed during Winter 2005/6; further units demolished in Summer 2007 and more demolition at Danesholme are expected in May 2008.

Identification of first ‘development’ partnerships to carry out new estate development / remodelling plans

First land disposals to private sector (Lincoln Way estate redevelopment area) agreed, Summer 2007

Revised ‘service delivery partnership’ in place to implement neighbourhood renewal

Neighbourhood Management Teams in place in the Kingswood / Danesholme and Central areas

2005-08 ‘Environmental’ Objectives already achieved


Implement principles for the nature of significant new housing developments in different parts of the Borough.

Planning approvals given for development in Priors Hall; land west of Stanion; remodelling of Lincoln Way

CBC ‘principles for new housing growth’ to target private sector and Housing Corporation finance on maximising mix of types and tenure

Planning negotiations and Section 106 agreements achieved through 2006 and 2007 for a range of new-build developments

New partnerships with designated RSLs to be local ‘management bodies’ for new RSL development

‘Local housing management’ partners agreed with six local RSLs, Winter 2006/07 – process now extended across rest of the county.


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2.2 Assessment of current services and priorities GO-EM have a set of criteria to assess the extent to which local authority housing strategies are ‘ fit for purpose’ and the Audit Commission assess the work of local housing authorities by consideration of a range of key issues pertaining to the delivery of housing services and other outcomes. Using both sets of criteria as guides, a reasonable overview can be compiled of Corby’s current housing engagements with community needs at the local level.

Access, customer care & user focus o How easy is it for people with a

housing need to get clear information and advice on their options?

• CBC’s “One Stop Shop” is a central point of access for

information. • CBC ‘Housing Options Team’ provides full advice on housing

across all sectors. • Drop-in sessions for those threatened with, or homeless, at the

“One Stop Shop.” • The Welfare Rights Service in the voluntary sector gives

independent information / advice on benefit issues and the Council at least sign-posts to this and other relevant agencies/groups.

Diversity o How does the organisation

respond to the diversity of its community to ensure that housing provision is strategically planned and delivered appropriately to meet local needs?

• Information is now provided in 6 community languages with

support provided to meet individual needs where accessing services is particularly challenging e.g. learning difficulties

• “Equality & Diversity” has been a clear ‘strategic theme’ within the current housing strategy.

• Council has achieved Level 2 of the national standard. • The ‘2006-08 Homelessness Strategy’ promotes a range of

ways to target local provision to meet identified needs. • ‘Nomination Agreements’ between CBC and housing

associations have been revised in 2008 to increase delivery of social lettings.

• An ‘Equality Action Plan’ required under the 2005-08 strategy remains to be completed.

• Joint working with providers and commissioners of Supporting People services to plan ahead for home care and specialist accommodation.

• Current working with the Mental Health and Drug Action Teams to provide greater supply and new forms of supported


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accommodation. • Refurbishment of existing facilities and implementation of new

traveller’s facilities following needs assessment and extensive consultation.

Strategic approach to housing

o Does the council have the right research base to understand its housing market and to deliver effective housing services?

• The Strategic Housing Market Assessment of the North Northants area was completed summer 2007.

• A full Housing Needs Survey in Corby was also completed in 2007.

• Full range of regular customer satisfaction surveys e.g. elderly persons services, annual “Status surveys,” empty homes, repairs, decent homes, Disabled Facility Grant/Housing Repair Grant beneficiaries…

• The CBC Housing Register and waiting lists of RSLs are refreshed every 12 months to ensure accuracy.

• It has been difficult to hold regular ‘consultation’ meetings with key stakeholders.

• Maintaining up to date information on the housing market has proved illusive but the Hometrack Housing Intelligence initiative is of interest and work is underway to immediately establish better tracking of market balance during such an active period of new build.

• Improved base data currently being established to better plan demand: new build.

o Does the council have a clear and robust strategy to deal with the problems highlighted by its research?

• The Council has applied its 2005-08 housing strategy, the

2006-08 homelessness strategy, and its 2007 Private Sector Renewal Policy in direct response to local research.

• The 2007 Strategic Housing Market Assessment has significantly improved the local knowledge base for new strategy.

• Assessing the need for any new ‘hostel’ provision was highlighted in CBC’s Homelessness Strategy.

o How well do different sections

within the council work together to

• There is regular engagement between housing and planning

sections to negotiate on new housing development proposals


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understand the housing market and to develop joined-up and coherent strategies?

with a jointly funded post to act on their behalf regarding research, collation and tracking of change. Work with private sector housing staff includes demolition / remodelling through to day to day operational issues.

• The Strategic Housing Market Assessment and Needs Survey involved officers from housing and planning and is part of the new Local Development Framework.

• Work between CBC officers and North Northants Development Corporation is focused upon new proposals for a planning ‘tariff’.

Making best use of existing housing

o Has the organisation developed good quality, effective and appropriate housing advice, homelessness prevention and options services?

• CBC’s ‘Housing Options Team’ is the key local resource for advice on housing across all sectors.

• A ‘preventative toolkit’ of advice and action for those threatened with homelessness is being compiled with support from in “CLG” advisors.

o Is the council using its powers to intervene in the private housing sector to deliver an increasing supply of decent affordable homes?

• The 2005-08 strategy began a formal requirement for new developments to provide a range of mixed-tenure dwellings.

• Corby has started from a very low base in recent years, but planning approvals with mixed-tenure requirements and ‘Section 106’ agreements are now routine.

• Home Repair Grants are offered up to £10k and action taken on empty homes as per strategy.

o Where there is an over-supply of housing, is the council intervening to remove unsustainable housing and to remodel the area?

• CBC is demolishing low-demand council and private stock properties on three estates.

• Estate ‘masterplans’ for area re-modelling are being put in place.

o How effective are the council’s policies in enabling people to remain in their own homes in suitable and

• HRA and private sector renewal policies apply HRA and General Fund resources for adaptive works to private and council properties.

• The turn-over of adapted properties in the social sector is


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sustainable properties? proving very small. • There is no waiting list for works of adaptations in the social

sectors or Disabled Facilities Grants in the private sector. • Close working with the County Council on its’ Older Persons

Strategy. Enabling the provision of more housing to meet needs

o How effective is the council at enabling the development of social housing either through increasing, consolidating or re-configuring the social housing stock?

• Recent use of Housing Corporation grant has been minimal –

first RSL scheme in 2007/08 also cross-subsidised across three tenures.

• Future grant proposals are in the current pipeline, including for estate re-development works.

• Small opportunities to reconfigure stock where demolition and re-modelling has been key.

o How effectively are the council’s internal and external partnerships contributing to balancing the housing market?

• Strategic approach to encourage wider development has clearly delivered higher-value properties.

• Changes on estates are a positive factor for market confidence. • North Northants cross-boundary work has been key to

delivering Housing Market Assessment. • Preferred partnership arrangements with RSLs have brought a

wider base of investment potential and new thinking to issues.

Value for money

o How does the council demonstrate that its work to balance the housing market represents value for money?

• Estate regeneration funding has already raised property values.• New ‘Public / Private’ sector partnerships are focused upon

changing Corby’s historical image. • Private sector stakeholders have demonstrated clear

contributions to invest in Corby’s future. • New rented and intermediate high standard Lifetime Homes are

being provided through cost effective S106 agreements reducing the need for public subsidy to build or family support when in unmet need e.g. homelessness, unsatisfactory homes.

• 2.3 The wider context for housing provision

2.3.1 Besides the above assessment of the formal housing services that are current in the Borough, there is another consideration required on the extent to which housing provision is currently helping to make a positive impact upon wider elements of local life. In particular, to what extent is the current level of housing provision in the Borough able to respond to the following local issues?


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a) the needs of young people

The Borough Council’s aspirations are that Corby becomes a place where every child and young person is encouraged and supported to fulfil their potential and contribute to the improvement and growth of the Borough.

b) health and the ageing population The Council works closely with the County Council in its strategic and operational role regarding home care and residential care, with work around obesity in getting the general population to be more active but particularly the elderly in group schemes. Adaptations to private and social sector stock with Lifetime Home Standards applied to new social build and an active Care and Repair scheme support a choice of staying at home and direct/indirect impact on health. Fuel poverty is a re-emerging issue with the rise in energy prices and investment in Decent Homes and refurbishment works includes this as a key consideration.

c) anti-social behaviour The Council seeks to reduce all crime in Corby and to increase the use of anti-social behaviour measures including targeted support to families and individuals.

d) employment The Borough Council is intent on creating 14,000 new jobs in the Borough by 2021 and to have an internationally competitive skilled workforce.

e) modern aspirations for raising the standard of living Our Mission is by “Working together for the future to improve the quality of life for the people in the Borough” and has an Ambition which includes “… to increase the quality of local public services.” 3.0 Priorities for future housing provision It is necessary from the foregoing assessment(s) of current provisions and achievements to retain a focus upon what priorities either remain to be addressed, or have become a new and prominent need. These can then populate the key ‘Strategic Action Plans’ that feature at the end of this document.


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3.1 Evidence for priorities CBC’s existing “2005-08 Housing Strategy” has prioritised main concerns under six main ‘themes’, structured to fit with the key themes of other key strategies like Corby’s “Community Plan”. In order to give a good overlap between the completion of the existing set of priorities and the commencement of new ones the priorities for the overlapping period (2008-09) have been repeated within the 2008 -2011 Strategic Action Plans provided in Appendix A below.

The priorities already running into 2008-09 notwithstanding, ‘key concerns’ for future housing provision and housing targets can be seen to be regularly present in a range of other strategies and local demands. Four over-riding areas of ‘concern’ can be identified:

SUMMARY OF KEY CONCERNS HOW IDENTIFIED

1. Delivering a balance of high-quality market and affordable housing to sustain local ‘growth’ and ‘regeneration’

• North Northants Strategic Housing Market

Assessment, 2007 • East Midlands Regional Plan / Regional Spatial

Strategy, 2007 • East Midlands Regional Housing Strategy, 2008 • North Northants Core Spatial Strategy, 2007 • CBC Housing Register • North Northants Development Company Business

Plan and strategies • Development and community-sector stakeholders

2. Improving the housing stock across all tenures

• Private sector housing stock condition survey,

2006 • CBC private sector housing renewal policy, 2006• CBC ‘HRA Business Plan’ 2007, and Stock

Options Appraisal 2005 • East Midlands Regional Housing Strategy, 2008 • Tenants and residents surveys

3. Meeting the needs of local homeless and vulnerable households

• Corby Housing Needs Survey, 2007 • CBC Homelessness Strategy 2006-08 • East Midlands Regional Housing Strategy, 2008


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• Northamptonshire Supporting People Strategy, 2005-2010

• Applicants on CBC ‘Housing Register’ at some 3000, a decline of 560 following the release of empty homes for letting

• Public and voluntary sector stakeholders

4. Delivering ‘sustainable neighbourhoods’

• Northamptonshire Local Area Agreement Partnership • North Northants Development Company Business Plan • CBC / RSL partnership 2007 ‘protocols’ • Government guidance, CSR07 • East Midlands Regional Housing Strategy, 2008 • Work on the local environment through resident consultation and a

number of integrated initiatives / partnerships.

3.2 Key concerns

The text in this section outlines some of the key issues behind the above ‘concerns’ and is followed by proposed priorities that this 2008-11 strategy should promote. The substance of the priorities will then be mirrored in the detail of the Action Plans that feature in Appendix A.

3.2.1 Delivering a balance of high-quality market and affordable housing to sustain local ‘growth’ and ‘regeneration’ The Government’s designation of the Milton Keynes / South Midlands sub-region as a key ‘growth area’ brings explicit intentions for substantial housing development growth across all of Northamptonshire, both to assist regional growth and to help meet the needs of households being encouraged to migrate away from the London / South-East area. This acknowledges that there must be a much greater pace to such development than might otherwise be the case if solely left to the dynamics of the housing market of the early 2000’s. Borough targets for this development are set out in the Regional Spatial Plan and, particularly for the North Northamptonshire area, in the “North Northamptonshire Core Spatial Strategy”, although debate continues as to whether or not the regional targets can be increased yet further. Central to making such targets appropriate to the dynamics and characteristics of the local housing market are desires to encourage high-quality modern residential development that will satisfy the aspirations of local communities, and provide a breadth of new development to accommodate a wide range of households. In Corby this has also meant a first focus upon the development of new ‘open market’ housing, to stimulate more investment in the local market and to be a balance to the nature of the Borough’s housing stock dominated by the characteristics of its previous ‘New Town’ building programmes. The ‘2007 Strategic Housing


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Market Assessment’ (SHMA) has noted this positive change in local market confidence, but has also recommended that the Borough adopts a target for a mix of housing tenures within the remaining developments planned until 2021, in order to help satisfy ‘growth’ targets and meet the underlying need identified in other homelessness assessments to provide housing for existing local households in unsatisfactory accommodation. While supporting the Council’s ongoing emphasis on creating new market housing for sale, the SHMA has therefore recommended that Corby pursues a target ‘70: 30’ mix of housing for the future – i.e. that on sites are required to provide a mix of tenures that the new housing is 70% ‘open market’ development and 30% ‘affordable’. Of this 30% it has furthermore recommended that, for the present, two-thirds should be provided for “affordable rent’ and one-third for “affordable low-cost ownership”, as described in the Government’s “Planning Policy Statement 3: Housing”. This echoes the ambition’s of CBC’s ‘2005-08 Housing Strategy’ to stimulate ‘affordable ownership’ as properties being sold at costs affordable to the income and resources of local households, though this has been difficult to establish when there has been almost no recent delivery of new affordable housing in the Borough. Corby’s new Local Development Framework will also be key to setting clear recommendations for what type of housing and neighbourhood designs are sought from this mix of development, and the extent to which flexible homes should plan for changes in household mobility and health so that properties are more easily adaptable than at present, and can change to meet the requirements of older and ageing households. Importantly, it will be required to deliver the ambition set out in the CLG’s short 2007 publication on ‘Place Shaping and the Housing Green Paper’ that confirms Government intentions for the ‘place shaping role’ of local authorities to be a key element in delivering the national and local development that is seen as fundamental to sustainable social growth at all levels. In looking at the recent impact of new residential provision in and around the Borough, some views have been expressed that little new affordable housing is required into the future, since the aspirations of households moving into the area are for securing higher-quality market sale accommodation. It is furthermore argued that underlying need for ‘affordable’ properties could be met through existing provision if it is used efficiently. Such conclusions are not supported by the detailed conclusions of the SHMA, nor by the “2007 Housing Needs Survey” undertaken in each of the four north Northants Boroughs. It is also something of a truism for Corby that if all recent residential development has been almost exclusively for ‘market ownership’ then the nature of households coming into the area to occupy them is bound to lean towards those looking for such properties! There is also a danger in underestimating the need to create new mixed-tenure neighbourhoods, as desired by Government ambition and policies. The proposed housing targets for the ‘growth areas’ are intended to stimulate new development to accommodate a range of households. This will equally be the case in the MKSM area, and in Corby’s contribution towards the overall targets. While a deliberate focus on creating local modern ‘open market’ properties has expanded the quality of Corby’s local market opportunities, it will also need to provide for households wishing to locate in the area whose resources and employment opportunities will not always be sufficient to meet open market costs or sustain the levels of debt often associated with ownership. New neighbourhoods in the Borough will need to be a mix of properties and tenures not least to knit in with the grain of mixed-tenure neighbourhoods that already exist – new neighbourhood development that is not able to demonstrate a mix and range of housing and living opportunities will risk creating unnecessary distinctions inside the borough between ‘new’ and ‘old’, and is not what is sought for ‘balanced’ growth.


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There has been substantial progress in the provision of new social housing as outlined in Appendix E.

Priority 1 High-quality & balanced growth and regeneration: High Quality Design and build standards for new housing in Corby should conform to at least the emerging standards of the new Homes and Communities Agency, as endorsed by the Housing Corporation and English Partnerships. New housing provision will also be required to plan flexibly for the projected increase in Corby’s older peoples’ households, and endorse national imperatives to provide appropriately for an ‘ageing population’. Extra-care services will be only one type of service for the future – other supportive, accessible and secure neighbourhood designs will also need to be developed. CBC’s new Local Development Framework documents must incorporate the above values, and the standards set out in the ‘principles’ listed in Appendix B of this strategy, in order that the Government’s commitment to dynamic ‘place shaping’ of sets the appropriate leadership for delivering homes and neighbourhoods. Balanced growth Targets for the development of mixed-tenure housing should be that 70% of new homes are for ‘open market’ development, and 30% for ‘affordable housing’, until any amended targets are suggested from the next Strategic Housing market assessment in the North Northants area

Supplementary targets for the ‘affordable’ homes will be that two-thirds are for social rental units (via preferred housing association management partners) and one-third for ‘affordable low-cost ownership’, as measured against the Housing Corporation’s ‘Homebuy’ shared-ownership scheme. A priority for such Homebuy units (or acceptable alternative) will be to offer initial equity purchases at substantially less than 50% of a dwelling’s valuation. New affordable provision in rural areas will be sought in the light of new surveys to be undertaken by December 2008, and following the completion of the Government’s new national review into the provision of rural housing though much provision will have been provided through developments in the North, West and South of the Borough. The ‘trigger’ thresholds for a requirement to deliver affordable units in new mixed-tenure development are noted in Appendix two. Where new housing proposals are to focus predominantly on the delivery of affordable units, a similar trigger of 15 units will apply to the point at which market units will be an obligatory part of the proposed mix, in order to minimise the densities of affordable-only developments.


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Regeneration CBC’s estate regeneration programme will have remodelling residential development on-site in each of the three key estate areas by end of 2008-09. A regeneration strategy to improve and remodel necessary parts of the four North Northants boroughs should be produced to complement the joint assessment of the level of Community Infrastructure contributions that should be sought from future planning applications.

3.2.2 Improving the housing stock across all tenures An adequate maintenance of, and improvement in, the nature of the nation’s housing stock is listed within the Public Sector/ PSA targets noted in section 1 above. Public sector properties have had a target of 2010 by which all properties are required to meet the required ‘Decent Homes’ standard. In Corby this target has been the key target against which investment and improvements in the Council’s own housing stock have been made for a series of years, ands the 2010 target for achieving improvements will be met. A key element of Corby’s approach in assessing the longevity and quality of its own stock has been an acceptance that properties in a number of the urban estate areas had fallen into serious decline. Radical action was agreed to remove the most unattractive and problematic dwellings, and demolition began in 2005 on over 400 units that have been earmarked for removal within wider estate regeneration plans. Improvements to the smaller number of RSL-sector stock are ongoing, and the Council supports appropriate investment rationale of the RSL stock-owning bodies, with a priority for where this can be focused upon improving and retaining stock within the social sector. This will include supporting appropriate bids for regional funds, where this might be available in the future. The Council is less keen to see low-standard properties disposed of by social landlords, as there has been a history of these being quickly brought into use as private sector lettings with minimal standards, and has contributed towards creating a serious social problem in parts of the Borough in the recent past. The Government’s Decent Homes targets are also now being applied to the private sector, with requirements on local authority’s to oversee the achievement of targeted improvements to the properties housing the 10% most vulnerable households, also by 2010. Following the Private Sector Stock Condition Survey carried out in 2006, priorities have been set for the properties which will need improvement in order to meet this target and grant funding is available for the next 2 years. It is expected that the Decent Homes target will be met. The national standard (PSA7) to ensure 70% of vulnerable households are living in decent and safe properties by 2010 in the private sector is being revoked once the new set of National Indicators are in place. CBC is on track to reach this target and will continue to monitor this through local performance indicators after PSA7 has been formally removed.


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Part of this work will be achieved through the operation of the new Home Improvement Agency across the Boroughs of Corby and Kettering, enabling those in need (older people, people on low incomes, disabled adults and children) of support to maintain their independence, health and well-being in their chosen home. It is anticipated that the contract to provide repair, adaptation or improvement works will start in September 2008 following a value for money tendering process, and will be for a three-year period to March 2011, subject to annual review. Following the achievement of the above private-sector target, other available funds should be used to encourage ‘Decent Homes standard’ improvements to other stock in the private sector. Funds are, however, no longer freely available as cash-based ‘home improvement grants’, as was the case in the past. (Private sector stakeholder interests have proposed that public finance or other resources from large-scale planning permissions are directed towards the improvement of existing stock rather than to providing new affordable housing. While this might demonstrate recognition of the need to look at how to improve existing properties, such a use of public-focused resources is outside of an appropriate prioritisation of resources for ‘public’ benefit, and would lead to an unnecessary reduction in the needed delivery of new affordable housing.) The biggest source of finance to improve privately-owned stock indeed is likely to be the market value locked into privately-owned properties, especially where there is no outstanding debt on the properties. Limited public funds could be used to release some of this value - i.e. making use of the recent increase in market value of individual properties that could nevertheless require improvement – for example through appropriate loan-arrangements, as supported by the local authority. Subject to funding and client eligibility, Discretionary Home Repair Grants is one mechanism that has been used to improve the decency of the existing private sector stock. A comparatively recent bid has been submitted to GOEM to request further funding for the next financial year. The option of homeowner loans is still being investigated but initial research carried out across the county indicates that this is not a favourable option, though equity release schemes by the elderly are becoming more common-place as a source of funding for repair and maintenance.

Priority 2 Improving existing housing stock: Decent Homes Action to secure the Decent Homes target for properties in public sector should focus on CBC’s stock with budgetary provision available to achieve this target by end-2010 Action to secure the Decent Homes target to assist vulnerable households in private sector properties focus on owner-occupied stock with an anticipated success of the 70% target by end-2010. Public sector finances In order to maximise the impact of public sector funds being used to improve properties in the private sector, works should be prioritised in the following order:


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i) properties identified as housing vulnerable households; ii) properties where all activity is managed through the local Home Improvement agency; iii) properties that have been agreed to be leased to social sector landlords to provide social rental lettings, especially where homes have been empty for more than six months; iv) Houses in Multiple Occupation where these have been registered as HMOs with the local authority; v) improvement-based loans to general home-owners, subject to maximum amounts and where repayment is agreed in terms of one or other national loan scheme that repays the loan from future equity-share arrangements. Energy Assessments All new social rental lettings will be required to provide energy performance certificates by October 2008.

3.2.3 Meeting the needs of local homeless and vulnerable households The Council’s “2006-08 Homelessness Strategy” has identified a series of priorities to address how local ‘homelessness’ in Corby is assessed, and how existing provision and future services should be focused. [A summary of these priorities is given in Appendix C to this document.]. The amount of households presenting themselves as ‘homeless’ to the local authority have been 398 during 2007/08 and the 2007 Housing Need survey noted a shortfall of 114 units per annum for the next 5 years. These numbers notwithstanding, the ability of the social sector to respond sensitively to local households in need has risen significantly with dedicated local authority resources being used to house families in self-contained temporary accommodation, rather than in hostel or shared accommodation. New ‘floating support’ services are due to commence from 2008, targeted towards vulnerable groups such as those at risk of substance abuse, or to homeless young people, and funded through Northamptonshire Supporting People. Elsewhere a focus is being given to what accommodation services are appropriate to support homeless single people or childless couples in the longer-term, given that CBC’s Bridge Court complex is coming to the end of its useful life and the site will be swallowed into wider area development. If need remains at what appears to be current levels, however, then it is possible that a single new service could be cover Corby and at least some of the neighbouring areas, Work is therefore already under way between local agencies to review possible locations and formats to meet that need. What is certain is that the level of private sector lettings has risen dramatically in the Borough, not least from a large increase in investors operating in the buy-to-let market, and reflecting a steady year-on-year decrease in the level of social lettings from the diminishing size of the social sector stock through Right to Buy, some 300 over 3 years and 1026 over 5 years. In places there is also evidence of a rise in the sharing of rented accommodation by a number of households, not least to cover the higher market


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costs of private tenancies. The North Northants Housing Market Assessment raised a particular caution against viewing such households as ‘adequately’ housed, since many current private sector lettings of a ‘short-hold’ nature are too insecure to be considered as meeting needs for permanent housing. While the exact nature of ‘insecure’ housing in the Borough is something that requires further consideration, the intrinsically short-term nature of such private sector tenancies means that many households could quickly be at risk of being homeless if private properties reverted to owner-occupation or are taken out of rental use. Agreements to lease some of these properties to the social sector could be one means of securing some of the provision against such short-term volatility, and would be relatively straight-forward to include within CBC’s proposed ‘Choice-Based Lettings’ scheme. This is due to be implemented by March 2009, and staff resources are now dedicated to implementing the preparatory work between the necessary partners and enrolling the participation from all social landlords. A further focus for future systems of social lettings and property allocations will be the extent to which, where appropriate, accommodation can be directed to integrating vulnerable households, such as people with learning difficulties, into the general neighbourhood housing stock. Offering ‘general’ accommodation to households who traditionally struggle to secure the same housing opportunities as the wider population, both underpins the requirements for housing to be flexible, and maximises opportunities for Corby to demonstrate its commitment to ‘social inclusion’. The Borough has, indeed, already shown its willingness to plan for meeting the needs of groups that other areas seem to distrust, for it has been one of the few authorities to secure regional investment for improving local facilities for accommodation Gypsy & Travellers communities. This first finance is being directed towards the improvement of an existing site for a local group of Travellers and further plans are well advanced for another site to meet demand elsewhere. Leasing is not a substantial activity in the Borough, a number of Council properties are leased to local voluntary and professional groups to provide particular support to various client groups but leasing from private landlords by CBC or RSLs to supply homelessness accommodation is currently unnecessary as effective prevention and the current supply of homes makes this unnecessary. A final key element of meeting the needs of vulnerable households will be to provide for new accommodation for frail’ elderly households, particularly where people may require more intensive daily care and support. One new ‘Extra-Care’ facility is already planned as part of the new Priors Hall development. Further work is required to assess what other facilities should be provided around the Borough, and indeed to what extent ‘older peoples’ housing could be sufficient if designed in ways to emphasis mutual support and neighbourhood security, while also provided with support like CBC’s recent-established ‘floating warden support’ service.

Priority 3 Supporting homeless and vulnerable households: Lettings The existing strategic priorities 2006-08 [see appendix C to this strategy] should be completed by end 2008-09. CBC’s proposed Choice-Based Lettings scheme should be implemented by March 2009, and a first review of its


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operations undertaken by mid 2010-11. Targets for the reduction in empty / unused properties should be to have an average of no more than 50 CBC void properties at any time by September 2008. (BVPI 64 (the national target to bring empty properties back into use or to demolish them) is also being removed and new local performance indicators will be set in the next few weeks. The ‘Private Sector Empty Homes Strategy’ has been approved through Committee and has recently been implemented.) Given the concern being raised on the level of new private tenancies within new housing developments, limits will be sought on the opportunity to turn market properties into private rental properties, where the local authority does not consider this is suitable for long-term community cohesion. Temporary accommodation A full assessment of the need for future hostel provision across the North Northants area should be undertaken in tandem with the other boroughs and Northants Supporting People by end-September 2008. Plans for future ‘temporary accommodation’ services in the North Northants area should be agreed with these partners by March 2009. Planned improvements to Corby’s facilities for Gypsy & Travellers communities should be implemented by end 2010-11. Prevention of homelessness Following the completion of 2006-08 homelessness priorities, an assessment of preventing further homelessness should be undertaken by September 2009, and new targets incorporated into the priorities of the new Northants Local Area Agreement. Vulnerable people Targets to provide services to assist vulnerable households from the Northants Supporting People Strategy 2005-10 should be incorporated into the new Northants Local Area Agreement, and support joint priorities identified for the use of resources available from mainstream health and social care budgets.

3.2.4 Delivering ‘sustainable neighbourhoods’

It is crucial that the delivery of future housing services and new housing provision does not take place in a vacuum and embraces all Council departments, social housing providers and other agencies, as if it is imagined as distinct from any impact it will have upon the creation and life of subsequent neighbourhoods. The manner in which “Neighbourhood pride” as an operational unit has


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replaced the “Housing Department” and the “Environmental Health Department” now focuses on “Quality” with substantial investment in local community priorities is an indication of this shift. Assessments on the planning and implementation of future services will clearly look at what extent ‘housing’ provision has been conceived within a full and well-rounded manner, and how its quality and character can encourage the ‘community well-being’ of local households and their identification and connection with their local communities. The focus of future formal ‘agreements’ for how local services are delivered through joined-up and coherent local involvements of a range of key agencies – particularly whatever format of Local Area Agreement (LAA) will be agreed for future services - will increasingly be required to demonstrate that the connected work of the participating agencies is achieving more than what any could do in isolation. The ‘key housing concerns’ explored in some detail within this section of the housing strategy will need to appear within future LAAs (or their equivalent), and extend to more than the current LAA’s aspiration for ‘more affordable housing’. Background ‘community strategies’ will need to have a direct connection and commitment to the key priorities proposed for housing provision, as well as stating the optimisation of the housing ‘outcomes’ that themselves will help underpin wider objectives for high-quality community services and standards. The recent work in Corby (since established across the county area) to appoint ‘preferred housing management’ partners within the social housing sector further underpins the encouragement of local social landlords (CBC and the RSL-sector) to extend their involvements in wider neighbourhood issues. It is also an opportunity to support wider community’s aspirations for improvements in their overall quality-of-life. There should be opportunities here for local interests to become more active in the ‘housing economy’, for example by stimulating local job opportunities and chances for local firms to participate in how goods and construction services are contracted and provided. All of this would bring increased cash resources into a wider number of firms and households at local neighbourhood level and underpin a very positive local impact that could be had from Corby’s blossoming expansion and development.

Priority 4 Delivering ‘sustainable neighbourhoods’ : Sustainable Community Strategies CBC should promote the key concerns from this ‘2008-11 housing strategy’ to be included within and supported by the new Sustainable Communities Strategy for Northants. Principles to develop the community-focused engagements of RSL ‘preferred neighbourhood management partners’ are set out in Appendix 2 of this strategy – it will be important for bodies with local stock to be active in cross-agency work to support service delivery at neighbourhood level. Given the extent of new neighbourhoods to be created in Corby and the adjoining Boroughs, at least three opportunities for innovative resident-led design and development should be promoted by end 2010-11. These could be ‘companies for community interest’, or Community Land Trusts, or CoHousing neighbourhoods, and would be a balance to the customary neighbourhood design driven solely by fashions within the house-building sector. Local Agreements The Sub-regional Strategic Partnership (SSP) and the Northants Local Strategic Partnership (LSP) should be required


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to state by end of 2008-09 how their work will support the priorities identified within Borough housing strategies. The development of any sub-regional Multi-Area Agreement(s) and Local Area Agreements should also demonstrate how these will support action to meet priorities identified in the North Northants Strategic Housing Market Assessment and other sub-regional strategies compiled by the four local Boroughs. Development of other strategic links The focus on reduced carbon emissions and other ‘eco’ imperatives that will be considered by CBC’s “Green Audits” should promote all new housing to be built to the Government’s Code for Sustainable Homes targets, not just the ‘affordable’ stock. ‘Housing’ will play a significant role in activity within the regional economy – targets for ‘economic development’ should include the percentages of local jobs and training activities that will be required from new construction works inside the Borough, and local companies given opportunities to compete for contractual works within local procurement arrangements Resources to develop local ‘strategic leadership’ skills should be sought from appropriate agencies like the IDeA and the Audit Commission, in order to shape cohesive action on housing priorities across local strategies.

3.3 Recommendations for action

The priorities summarised above need now to shape the plans for how service and agency ‘objectives’ can be focused upon measurable development and improvements during the 2008-11 timescale, as well as looking forward to the period beyond. Short-term: (immediate actions 2008-09) Immediate priorities should be to focus on completing the actions listed under the current 2005-08 strategy by end of 2008-09. These are summarised in Appendix A under the established themes, so as to link with any subsequent phrasing of thematic objectives within future multi-agency Sustainable Community strategies and Local Area Agreements, if this is desired. [A summary of the 2006-08 Homelessness priorities has also been included in Appendix C.] It can be noted, , that the four ‘Key Issues’ of this 2008-11 strategy already feature as significant action points within the 2005-08 Action Plans, and provide a good overlap between the new housing strategy with its predecessor. Medium term: (sustaining change 2009-11) This Action Plan sets out targets under each of the 2008-11 four ‘Key Issues’, with a particular focus upon what can be measurable over the remaining period. Longer term: (preparing for 2011-16) This more-indicative Plan sets out notional targets under each of the 2008-11 four ‘Key Issues’, to consider how the coming period can demonstrate consistent action against the 2008-11 Strategy’s key priorities.


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4.0 Partners, Performance, and Resources A core element of the new performance framework for local services will be a single set of national indicators to measure the progress and ‘direction of travel’ of local authorities and their partners in achieving national priority outcomes. The initial set of indicators has been defined by government as part of the 2007 Comprehensive Spending Review, and assessments of delivery and impact of community-focused services will include the annual publication of the comparative performance of all areas against all the measures. The ‘direction of travel’ assessment within such future formal assessments will reflect the effectiveness of each council in driving continuous improvement. It will assess the council’s rate of improvement and the likelihood that improvement(s) will continue, although the Audit Commission is still considering the exact nature of how it might assess and score ‘direction of travel’ judgements that will apply to district councils. In broadening the scope of formal service assessment from the current Comprehensive Performance Assessments, the Audit Commission is proposing a challenge to local authorities to deliver better value for money, promote effective financial management, and demonstrate high standards of governance and accountability. Making further improvements in efficiency will be critical in responding to the major challenges facing public services, especially when some constraints on funding from central government are expected. Periodic assessments of the ‘direction of travel’ being taken by the delivery of future housing provision and facilities in Corby will clearly need to assess the impact of the 2008-11 strategy’s ‘Action Plans’ [see Appendix A] and their influence on achieving improvements for housing services within wider multi-agency commitments. It is therefore appropriate to consider below the key activities and priorities for how the work of key partnerships and the resources available to them are applied to practical delivery of agreed ‘housing’ outcomes and services. This can be summarised under the following headings:

• Partners and partnerships • Managing performance • Use of finances and other resources • Achieving Value-for-Money

The text below outlines some of the key issues behind these issues, and is followed by proposed action and responsibilities that are included within the detail of the Action Plans that feature in Appendix A. 4.1 Partners and partnerships

The activity and commitment by and from key stakeholders and partnerships in Corby will remain crucial to the current momentum for the Borough’s development. It is clear that the achievements already materialising will not have been possible without the shared ambition to see the Borough modernise and expand demonstrated across the public and private sectors. Work to maintain this momentum within the ‘housing sector’ will be as much a responsibility of formal ‘partnerships’ - making ‘regeneration’ and ‘growth’ plans understandable to a wide and public constituency - as it is of interest to the private housing design and development


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bodies helping plan the remodelling of Corby estates. A range of organisations at local and sub-regional levels are already contributing their ideas and time and energies to putting forward views on what Corby requires to achieve its ‘growth’ intentions, and are themselves involved in a variety of formal and informal links with others involved in local life. At the operational and strategic levels there are good working groups at sub-regional levels for example on strategic issues, Houses in Multiple Occupation, empty homes and homelessness. There may be some merit in these considering a greater Northern and Southern focus in the future to align with strategic direction. It is, however, clear that there are a few key areas where ‘partnerships’ need to be focused within a combined effort in effect the appropriate stimulant or catalyst for helping to secure improvements. - changing the contributory membership of CBC’s existing “Housing Needs Forum” to a wider focus of a “Housing Neighbourhood Needs Forum, in order to focus on housing in relation to wider service issues and outcomes and to develop opportunities for the social housing sector to engage with or provide neighbourhood services; - establish a new “Housing Investment & Planning Forum” in conjunction with the other three North Northants boroughs, in order to bring key agencies together on a regular basis from across the development sector; - build on the newly-established ‘North Northants housing strategy’ work, being jointly-funded by all four boroughs in the North Northants area, in order to harmonise strategic priorities and practical actions across this ‘market’ area; - expand the remit and membership of any future county-based LAA Partnership to include housing agencies operating at a local Borough-level;

To strengthen the focus of local partners / partnerships :

CBC should expand the current ‘housing-based’ Forum into a “Housing & Neighbourhood Needs Forum”, and work with neighbourhood RSLs to implement neighbourhood initiatives via agreed ‘protocols’;

CBC establish a new “Planning & Investment Forum” in tandem with other authorities and housing delivery agencies in the North Northants area, to focus on how new housing can support key objectives;

the strategic housing authorities in North Northants should develop a common strategy across the four Boroughs, and use this to help shape the North Northants joint planning documents in the new LDF;

a common housing strategy be used to assist in the implementation of North Northants Development Company’s work to secure joint ‘developer contributions’ from housing ‘growth’;


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North Northants housing representatives should increase their input into regional and sub-regional groups – like the Regional Homelessness Forum – to highlight local needs at strategic levels;

housing partners should be fully represented within revised ‘LAA Partnership’ membership.

Utilise the impetus of choice based lettings to include RSLs to a greater degree within the Council’s strategic functions of data collection, research and planning to the meet the needs of existing communities and the provision of new homes.

4.2 Managing performance Given the nature of the strategic housing issues being considered in this strategy – i.e. work to be carried out by a wide range of agencies and organisations, operating on a variety of local and sub-regional levels – the usual notions of managing service operations and ‘outcomes’ on a day-by-day level, as one would manage the delivery of a single discrete service, are not really appropriate. What will be more fruitful when considering how the strategic ‘performances’ of key housing services are monitored, and if their impact is receiving a correct level of attention, will be to look at how the interaction between services and agencies is being secured (or indeed, if it is not); to look at how the character of the combined effect of such actions and interactions is being acknowledged by those on the receiving end of services, or by those making use of other housing provision; and to review how transparent are the reporting procedures that draw the attention of various stakeholders to what is being delivered, in order to raise the sense of ‘ownership’ in what that services are seen to be achieving and who is involved in making any necessary changes. Some of this practice of ‘performance management’ does already exist, for example within the Business Plans of social housing providers – like CBC’s “Housing Revenue Account Business Plan”, reported to CBC elected members, which includes specific targets for achieving staged improvements of core housing management and maintenance services. While such operating plans do support the Government’s ambitions for extending the positive impact of neighbourhood provision, there is more that the partnerships noted above can be tasked to overview, in particular in relation to whether the high-level and necessarily cohesive activity of key partners is providing the right practical links between the various service policies and standards that are subsequently set for the delivery of this strategy’s priorities. Reporting the ongoing impact of strategic activity to key committees of the Borough Council, at Executive Board-level of agencies like the North Northants Development Company, and at operational level of agencies like local Registered Social Landlords and other stakeholders, will need to be a regular feature of how those various agencies keep a sharp focus upon their own role in wider affairs. Part of their respective reporting procedures should also include how their individual services are experienced in practice by those receiving or using those services, and how they engage with their constituent users to incorporate first-hand experiences into subsequent service refinements. Work is being undertaken by the Housing Corporation to consider the scope for local service-users to influence the choice of local service agencies, and Corby’s initiative to start the selection of local ‘preferred housing management partners’ from the housing association sector is one of the recent partnership developments being reviewed to see if this could also support more engagement with, and choices by, housing service-users in how and by whom, services are actually delivered.


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The reference already made above to the potential for developing new ‘resident-led’ organisations in some part(s) of Corby’s new neighbourhoods, would also strongly support new local governance structures that would offer a close accountability in the delivery of local services to the resident households in the areas where local neighbourhood services take place. A focus on wider governance structures would also demonstrate a local response to the issues raised in the Cave Report for more accountability to local tenants and users of housings services.

To manage local performance :

CBC should establish new reporting structures for its housing-based partnerships to report directly to main member-level Committees, using short-, medium- and long-term Action Plans for targets and Milestones ;

in tandem with other North Northants partners, CBC should develop strategic ‘performance standards’ and other ‘benchmarks’ to monitor activity and achievements against the objectives of a common strategy;

the North Northants Strategic Housing Market assessment and associated should be reviewed by 2012, and local Needs Surveys updated across the Boroughs after 2010.

CBC should work with bodies like the IDeA to develop local ‘leadership’ at all levels, particularly at neighbourhood-level within local communities, in order to develop ‘community ownership’ and governance.

Existing performance monitoring information can be found at Appendix F. 4.3 Finances and use of other resources Overall, the application of all available resources needs to cohere closely with the ‘Key Concerns’ and priorities identified in Section 3 above. It is important to recognise, however, that there are a range of key resources that need to be available to deliver housing services and underpin new housing provision. Aside from fiscal revenue funds from ongoing budgets, both from local and sub-regional sources, non-fiscal resources such as land and other sites for building purposes are key elements that must feature in a broad procurement of factors needed to meet strategic priorities. Resources must be also recognised as coming from the public and the private sectors, and will stem as much from the actions of agents and organisations across those sectors to maximise the use and impact of resources, as from the absolute level of the resources themselves. Substantial sums contained in the “Financial Strategy 2008 – 2013” have been identified below. Corby remains one of only two local authorities in the County to retain its Council housing stock. While yearly improvements and Decent Homes expenditure is still within available resources, other service efficiencies are required in order to meet the yearly savings targets that have been identified as necessary to keep the CBC’s Housing Revenue Account within a prudent balance.


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Using housing finances and other resources: Available finance

2008-09 £m

2009-10 £m

2010-11 £m

Capital 7

6.5

4.5

Northants Supporting People

0.428

Unknown

Unknown

CBC General Fund

Regional Gypsy & Travellers Fund

0.824

-

-

Other Resource Priorities Land - priorities for new strategic housing developments will remain the major sites across the Borough area: Oakley Vale Little Stanion West of Weldon Priors Hall Pen Green West of Corby Planning permissions - complete LDF ‘housing’-documents to provide full details of requirements from residential development found in ‘principles’ listed in Appendix B of this strategy;- complete planning appraisal model and Developers Contributions framework with NNDC, and other Boroughs; - implement on-site mixed-tenure development as basic requirement, not to negotiate as a ‘community benefit’. 4.4 Achieving value-for-money

Assessing ‘value for money’ (VfM) can be a hard-to-grasp element of a broad-based housing strategy. To what extent will the ‘strategy’ offer or achieve a decent VfM in its own merits, and to what extent will any ‘value’ only ever be assessable in terms of


33

what the strategy can promote through the actions or activities or others? The usual focus on VfM considerations is either upon what outcomes are being achieved by a particular service or activity (usually judged in terms of the ‘quality’ or standards of the service and its outcomes) or in the costs of services, particular in relation to the costs of other similar services provided elsewhere. One detailed assessment of ‘VfM’ in housing services might focus upon contrasting income available for a particular service (such as whether rental income is being maximised), against its standard operating costs. Another assessment however would consider whether or not a particular service in operation is in the most appropriate or efficient form for how need could be met. For example, whether or not homeless people are best assisted though the provision of floating support services attending individual addresses, rather than use a service, established under a communal roof, for more than one household at a time. It is also appropriate to recognise that different parts of the ‘housing sector’ will exhibit different features that could be the basis of VfM considerations. On the one hand, the Government’s rent targets that social housing lettings should achieve by 2012, present Corby with an increasing challenge to maximise rental income to cover core housing management and maintenance services. This will certainly require a need to decrease tenants’ overall rent arrears. Yet support from central government seems likely to be required to raise a significant number of CBC rents and charges by more than the permitted guidelines, otherwise there will be an increasing negative drain on overall operating revenue from sums that are yearly ‘clawed back’ into national funds. On the other hand, assessing VfM in terms of what could be achievable within the economics and costs of new housing development requires CBC and its partners to establish a rigorous model of ‘appraising’ primarily private sector housing development proposals. There is an imperative to check that prohibitively-expensive development is not approved at the expense of agreed priorities, such as securing a range of new housing units across all tenures. The Council has undertaken much work in improving VFM at operational level, for example out-sourcing services, recycling stair lifts, utilising S106 agreements etc. Important in the evaluation of housing services has been the establishment of appropriate ‘benchmarks’ for the desired outcomes or standards that services should achieve in practice. CBC has for some time been a member of a comparator or ‘family’ group of similar sized local authorities set up by CIPFA – the Chartered Institute of Public Finance and Accountancy - providing a steady stream of up-to-date information for how one set of services and their outcomes appear when compared to those operated by other local authorities. CBC’s HRA Business Plan and Neighbourhood Pride Service Plan already contain aspirations for what practice Corby should improve to achieve a ‘top quartile‘rating for service delivery. One of the opportunities offered by CBC’s recent policy of appointing ‘preferred housing management partners’ from the RSL sector can be that of also using RSLs as further basis of comparing service delivery practices, and for sharing ideas and ‘good practice’ experience on service delivery across the social sector. A key set of VfM benchmarks are those that consider how services are ‘procured’ – for example how contracts are tendered and let for estate renovation works. The priority already made in section 3.2 above to extend the involvement of local providers and households in the wider ‘housing economy’, should provide a particular set of baselines and benchmarks for evaluating how many local people are engaged in commercial and job-related activities. Overall, assessing VfM is likely to remain a core element of how future assessments of the ‘strategic role’ of local housing authorities are undertaken by the Audit Commission. This will therefore require CBC to demonstrate now a planned focus to


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increase VfM in housing service and provision in practice, and how the strategic activity of partners acting in unison is able to achieve a greater VfM than operating in isolation.

To improve value-for-money outcomes for ‘housing’, the following actions should be prioritised: Collect data on the build costs of new housing development in order to establish a coherent set of construction cost benchmarks. CBC would thereby be better placed to respond to planning applications that might claim excessive costs will prevent the delivery of policy requirements for balanced housing provision and associated economic development. CBC and partners to confirm equal support for balanced on-site housing outcomes alongside the ‘community infrastructure levy’ proposals to be applied to new housing development, in line with the tenure mix of this strategy. This would assist in reducing speculative increase in the price of land and development. CBC and partners to establish a clear set of local benchmarks on ‘community well-being’ that can denote levels of tenant/resident satisfaction, incidence of anti-social behaviour and crime, existence of local facilities, etc. in order to act as a background for service development and wider regeneration activities. Seek added value through optimising the opportunities of development partners to access Housing Corporation and other sources of investment. Future standards to be applied to all developments are being generated and agreed as part of the Local Development Framework.


35

A P PE N D I C E S A. Neighbourhood Pride Service Plan 2008-11 B. Principles for new ‘housing growth’ in Corby C. Summary of strategic 2006-08 ‘homelessness’ priorities D. Sources of key evidence and guidance for strategic planning

E. New social housing developments

F. Performance

G. Glossary


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Appendix A. Strategic Housing Action Plans 2008-16 Key activities (A) Short-term 2008-09 (I) 2005-08 Strategic ‘Leadership’ Objectives to be completed Aim / Objective

Measure Action Responsible Officer / Team

Completion date

1.1 New Borough-wide partnership on housing investment and planning

Creation of new partnership with Borough-wide or sub-regional role

Meetings to arrange with development sector and North Northants partners

Housing Strategy Manager

June 2008

1.2 To highlight local sub-regional needs within regional investment strategies

Evidence of sub-regional needs featuring within regional strategies

a) Response to regional strategies; b) Input to Regional Housing Board (RHB)


March 2009

1.3 New monitoring frameworks in place to assess ’strategic progress’

Set out in Chapter 7, ‘05-08 Housing Strategy’

Three and six-monthly reports as listed in Chapter 7.


November 2007

1.4 Six-monthly assessment seminars on housing sector priority-planning

Regularity of seminars / meetings

Open meetings to arrange in liaison with public, private and community partners


May 2008 and November 2008


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Key activities (A) Short-term 2008-09 (ii) 2005-08 Strategic ‘Equality / Diversity’ Objectives to be completed Aim / Objective


Completion date

2.1 ‘Housing Equality Plan’ that will support CBC’s corporate ‘Equality Plan’

Plan to be based on Local Government Equality framework

Completion of plan following consultation with key partners

Service Improvement Manager / DMT

December 2008 ongoing

2.2 New design frameworks to maximise the provision of ‘flexible’ home designs

Local Development Framework % for ‘Lifetime Homes’ in mixed-tenure housing developments

Development Framework document to be drafted for all aspects of new housing development

Housing/Planning Policy Officer

June 2008

2.3 Clarify priorities and site(s) to meet needs of Gypsy & Travellers communities

County-wide Gypsy & Travellers Accommodation Assessment

County-wide group working with consultants to complete GTAA 2007-08


March 2008

2.4 To achieve new opportunities and housing choices for older people in the Borough

(a) Extra-care options (b) New sheltered housing options (c) Other group-based designs (d) Private Sector Ownership

Needs of older people to be included within negotiations of new housing developments


To evaluate position by December 2008


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Key activities (A) Short-term 2008-09 (iii) 2005-08 Strategic ‘Community’ Objectives to be completed Aim / Objective


Completion date

3.1 To reduce number of homeless households in need

Yearly Housing Register targets identified in ‘2006-08 Homelessness Strategy’ – BV213

As detailed in ‘2006-08 Homelessness Strategy’



3.2 To update ‘emergency accommodation’ facilities and services

Targets identified in ‘2006-08 Homelessness Strategy’

To agree cross-sector vision for framework of supported and emergency services


March 2009

3.3 To increase co-ordination of ‘move-on’ services and offers of permanent accommodation

Targets identified in ‘2006-08 Homelessness Strategy’

As detailed in ‘2006-08 Homelessness Strategy’



3.4 To set up new ‘common allocations’ policy and Choice-Based Lettings practice

- Completion of new CBL scheme - Reduced times households wait for allocated properties

Appoint dedicated project personnel to steer targets for CBL scheme and common allocations


March 2009

3.5 To contribute towards reduction in incidences of violence & anti-social behaviour

Community Safety targets to reduce: - burglaries; - ASB / graffiti - drug usage

a) Agree ‘Secure by Design’ principles b) Improved management of public / open spaces

a) Community Safety Manager b) Neighbourhood Team Manager



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Key activities (A) Short-term 2008-09 (iv) 2005-08 Strategic ‘Regeneration / Renewal’ Objectives to be completed Aim / Objective


Completion date

4.1 To meet Decent Homes targets for private sector homes of vulnerable households

Energy efficiency and renovation targets identified within revised CBC ‘housing renewal’ strategy

Action Plan and priority addresses drawn up by CBC Environmental Health section

Environmental Health Officer - private housing sector

Evaluate position by December 2008 Maintain plan till 2010/11

4.2 To reduce waiting times of house adaptations for vulnerable occupiers in private sector dwellings

Targets identified within revised CBC ‘housing renewal’ strategy

Use of CBC finance for adaptations targeted towards priority households, as listed in CBC policy


Evaluate position by December 2008

4.3 To reduce numbers of ‘empty homes’ in the private sector

Targets identified within revised CBC ‘housing renewal’ strategy

To confirm numbers of properties and the enforcement action(s) required


Evaluate position by December 2008

4.4 To complete programme for demolition of low-demand properties

Properties demolished in Lincoln Way, Arran Way and Finland Way

To complete the programme emptying all properties, and tender new contracts

Technical Service Contracts Manager

July 2008

4.5 To establish new-build development in estate clearance areas

Targets for mixed-tenure new-build development, as listed in Objective 5

To draw up and issue Tender / Development Briefs for new development


Evaluate position by March 2009


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Key activities (A) Short-term 2008-09 (v) 2005-08 Strategic ‘Environmental’ Objectives to be completed Aim / Objective


Completion date

5.1 Tenure targets for new housing : a) 70 % market sale b) 30% affordable - 50% at RSL rents - 50% low-cost units tied to local incomes

1) Creation of new CBC ‘planning obligations’ policy framework for future housing growth. 2) % of affordable units against Corby’s MKSM growth targets

Use research from Regional Housing Group as basis for drafting new CBC / North Northants LDF document on mixed-tenure housing

Housing Strategy Manager and Housing/Planning Policy Officer


5.2 To create revised local design guidance for ‘sustainable’ eco-housing and neighbourhood development

- Sustainable designs against ‘Code for Sustainable Homes’ & ‘Building for Life’ - Resident-led development (e.g. Co-ops, Land Trusts, CoHousing)

- Complete new guidance for inclusion in new LDF document - Promote pilot ‘eco-housing’ scheme through CBC resources


June 2008

5.3 To establish revised principles for ‘Secure by Design’ housing development

% of new housing schemes that merit a credit against revised design principles

Frame new principles form County planning guidance issued in February 2004

Community Safety Manager

June 2008

5.4 To develop village ‘exception’ sites for affordable units in Local Development Frameworks

- Proposals within LDF against Market Assessment targets; - No. of units secured by planning approvals

Consult on proposals for potential housing development in rural / village areas


June 2008


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Key activities (A) Short-term 2008-09 (vi) 2005-08 Strategic ‘Economic’ Objectives to be completed Aim / Objective


Completion date

6.1 CBC corporate ‘Social Enterprise’ policy framework within new LDF

Formal new Local Development Framework document on ‘social enterprise’

Complete new policy / social enterprise guidance for inclusion in new LDF document


June 2008

6.2 To increase practical support for local ‘housing economy’ and ‘supply chain’ networks

Supply targets within planning agreements / housing-building contracts

To use corporate policy framework to enforce contracts that prioritise local supply networks



6.3 To procure and promote local skills and job opportunities within housing / construction sectors

Procurements targets within development briefs and housing development contracts

To use corporate development and procurement briefs to enforce contracts that deliver skills and job opportunities




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(B) Medium-term 2009-11 Strategic Housing Action Plans 2008-16 Priority 1. Delivering a balance of new high-quality housing Aim / Objective


Completion date

Secure High Quality design through Development Control Process

Manager for Development Control

Ongoing

High Quality

Design

New Supplementary Planning Document (SPD) on design issues

Local Plan Manager Summer 2009

Secure by Development Control Process

Manager for Development Control

Ongoing Balanced Growth

Number / tenures

Secure through negotiation with RSL and Developers


Ongoing

Regeneration

Areas / issues Secure regeneration of Lincoln Way, Arran Way and Finland Way

Corporate Director (Operational Services)

Secure start on sites by end 2011 Completion on all 3 by 2016


43

Priority 2. Improving the housing stock across all tenures Aim / Objective


Completion date

Complete programme of works to Decent Homes Standards

Technical Services Contracts Manager

2010/11 Decent Homes

Different sectors

Carry out action plan to achieve the PSA7 Target – ensure 70% of vulnerable homes in the private sector achieve the Decent Homes Standard

Environmental Health Officer – Private Sector Housing

2010/11

Budget Monitoring - Funding comes from Housing Capital Budget – derived from the Government’s Major Repairs Allowance.

Medium term financial strategy for 5 year programme


5 year programme till 2010/11 Use of resources

Budge Monitoring of the Home Repair Grant Budget, which is derived from the Housing Capital Budget plus successful bids from the private sector allocations government funding stream.

Apply for funding during bidding rounds. Carry out action plan for vulnerable private sector homes.


Funded till 2010

Property Assessments

Stock Condition Survey

Implementation of 5 year programme based on Savills’ comprehensive Stock Condition Survey published 2005.


2010/11


44

Implementation of the 5 year action plan in relation to data collected by Management Services Consultancy Ltd Survey


2005 - 2010


45

.Priority 3. Meeting the needs of homeless households Aim / Objective


Completion date

Lettings

Targets as % of lettings and if achieved

Temporary Accommodation

Length of time households in temp accom.

Prevention

% of households not requiring accommodation

Priority 4. Delivering ‘sustainable neighbourhoods’ Aim / Objective


Completion date

Community Strategies

Housing targets included in new strategy

Local Agreements

Requirement to deliver housing targets IN LAA

Development of strategic links

TBC

.

(C) Longer-term 2011-16 Strategic Housing Action Plans 2008-16


46


47

Aim / Objective


Completion date

1. Delivering a balance of new market and affordable housing to sustain local ‘growth’ and ‘regeneration’

Percentage of units contained in new-build approvals that will deliver to SHMA tenure targets

Create a partnership / joint venture to build affordable homes for rent Liaise with Development Sector and North Northants Partners


Summer 08

2. Improving the housing stock across all tenures

Strategy for properties outside of current Decent Homes obligations

Asset Management Plan to assess full asset management strategy for all housing. County wide stock condition survey. English Stock Condition Survey.

Technical Services Contracts Manager / Environmental Health Officer – Private Sector Housing

2009 Summer 2009 2010

3. Meeting the needs of homeless and vulnerable households

Percentage of social lettings directed to priority households in 2008-11 strategy

Implement a needs based Choice Based Lettings Scheme with a common allocations policy, common application and common assessment process between Landlord Partners


December 2009

4. Delivering sustainable ‘neighbourhoods’ through wider strategic partnerships

Neighbourhood Management Economic contracts

Achieve a target of 65.1% against the baseline figure of 60.2% for NI1 Meet the target for NI2 through contribution to NI1.

Senior Neighbourhood Manager

Total which for this indicator will be set after the results of the 2008 Place Survey and British Crime Survey

CORBY HOUSING STRATEGY 2008 – 2011

CORBY BOROUGH COUNCIL Page 48 of 70

Appendix B. Principles for New Housing Growth in Corby Design and Tenure

1. There is a key objective to maximise the provision of on-site mixed-tenure housing in order to create new ‘sustainable neighbourhoods’ for a range of households.

2. All properties should benefit from the same high-quality designs, with no aesthetic differences discernible between different tenures.

3. The density of new residential development should be to a minimum average of 30 dwellings per hectare.

4. JRF ‘Lifetime Homes’ designs should be of a minimum design standard, as noted in the East Midlands Regional Plan, in order to create flexible properties that can accommodate a range of household needs, and be adaptable for ageing households.

5. Core standards for all affordable properties will be the Housing Corporation ‘Design and Quality’ standards (Housing Quality Indicators) that apply to funding from the 2008-11 National Affordable Housing programme, and successive standards for programmes thereafter: Internal environment – minimum housing quality indicators covering unit size, layout, noise control, light quality and services

Sustainability – via code for sustainable homes level 3 (As defined in the CLG’s ‘Code for Sustainable Homes – A step change in sustainable home building practice’) 2008-11 -rising to level 4 for 2012

External environment – measured against Building for Life criteria - minimum standard 12/20 (excluding rural and street in-fill).

Standards for out right sale properties will be sought to mirror the above details as soon as can be applied.

6. Targets within the 2008-11 Housing Strategy include the promotion of modern neighbourhood design and development initiatives that demonstrate clear opportunities for would-be resident households to be involved in the design and development of new neighbourhoods.

7. The target on-site tenure ‘mix’ will be in line with the latest Housing Needs Surveys and strategic market assessments – in 2007 this has concluded that there should the provision of 70% ‘market sale’ properties and 30% ‘affordable’ tenures. Of the 30% ‘affordable’ properties, two-thirds will be sought as ‘affordable rent’, and one-third as ‘affordable ownership’ in order to replenish RTB losses and sustain movement on within the Housing Register. ‘Affordable rent’ will be defined as rent at local RSL target rent levels. ‘Affordable ownership’ will be defined by ownership costs tied to local wage levels: a definitive mechanism for this has yet to be agreed, but if the Housing Corporation’s current ‘shared ownership’ model is used then levels of equity-purchase should be realisable to the resources of local households, and the interest payable on unsold equity no more than the Corporation’s



recommended top level of 2.75%. It is intended that the initial equity purchase stake is offered at less than 50% of a dwelling’s overall equity.

8. The on-site provision of ‘market sale’ and ‘affordable’ housing should be evenly-distributed and fully-integrated throughout each development site: current good practice (such as promoted by the Housing Corporation) will be adopted for the appropriate sizes to any ‘clustering’ of affordable properties. The SHMA proposals will be used until amended thresholds have been developed. Where new housing proposals are to focus predominantly on the delivery of affordable units, a similar trigger of 15 units will apply to the point at which market units will be an obligatory part of the proposed mix, in order to minimise the densities of affordable-only developments.

9. Mixed-tenure housing developments will be considered on a site by site basis regarding investment sources and opportunities to raise standards, the levels of social housing and contributions to the community.

10. Fixed transfer values will be agreed and specified within appropriate legal agreements for the price at which the developer should make the completed affordable homes available to partnering RSLs (e.g. based upon a capitalised rental value).

11. There will be a presumption that ‘affordable’ properties will have covenants (or similar agreements) in order to retain their ‘affordability’ in perpetuity, in line with what can be permitted by government guidance.

12. In exceptional circumstances, and where first identified by the local authority, it may be acceptable to receive a ‘commuted sum’ in lieu of part of the contribution towards providing ‘affordable’ housing on-site, where this can be used to meet other affordable housing needs elsewhere than on the application site.

13. Housing design proposals will be challenged where it appears that there is an acceptable risk of creating insecure boundaries to residential dwellings and garden areas, or of potential places with little natural surveillance from the surrounding neighbourhood.

Rural Housing

14. Provision to meet local housing need will be sought as close to the origin of that need as possible through acceptable organic, incremental growth of villages.

15. The threshold at which on-site affordable housing should be provided on residential development sites in rural areas will be for schemes over four dwellings.

16. A rural exception site policy is proposed that will be applicable to the rural areas of Corby. It will allocate land for housing in the rural areas have regard for a number of considerations including ; Government guidance, the size of villages, the availability of land and services, the results of the Housing Needs Survey and the findings of the Housing Market Assessment.



Preferred Management Partners

17. New ‘affordable housing’ will be required to operate and be managed in line with current CBC nomination and ‘preferred management’ agreements agreed between CBC Neighbourhood Pride and the local RSL sector.

16. CBC will seek to set a maximum figure to the number of agencies that will manage new ‘affordable housing’ in the Borough, in order to focus the capacities and resources of the RSL and social housing sector to deliver efficient locally-based services to existing and future households. At the time of implementing this strategy partnerships with six RSL are in place. 17. The main principles of such CBC / RSL ‘management partnerships’ will be: (a) To establish a strategic distinction between housing ‘development’ activities – in the private and RSL sectors - and ‘management’ roles; (b) To provide a focus for the management of new affordable housing units through a clear and selected list of RSLs; (c) To support RSL management partners to establish and focus upon a feasible local management of their stock and to enable them to become more established with local neighbourhood initiatives, and to underline their local identity and commitment to local communities; (d) To provide sufficient choice of management bodies as future partners for housing development partners, and a range of skills to the local authority; (e) To provide a springboard for subsequent RSL engagement in other neighbourhood services or community-centred business opportunities; (f) To assist in the streamlining and practical application of S106 agreements by clarifying the process of which bodies are acceptable to operate and manage new affordable housing stock; (g) To provide a platform for consistent discussion between local authority, and the private and RSL sectors on development, management and neighbourhood practices.



Appendix C. Summary of strategic 2006-08 ‘homelessness’ priorities (C1): The assessment of ‘homelessness’ and levels of ‘homelessness’ Objectives

Measure Action Required Responsible

Officer Completion date

Resources

1.1 To carry out regular assessment(s) of ‘hidden homelessness’

Agreed definition for ‘hidden homelessness’

Undertake assessments

Housing Strategy & Resources Manager

31 March 2008 & 30 September 2008

CBC Housing Options Team

1.2 To carry out assessments of any ‘rough sleepers ‘ in the Borough

Yearly assessment in line with CLG definitions and practice

Yearly inspection of likely borough sites

Housing Options Team Leader

End-October 2206, and End-October 2007


1.3 To compile an assessment of any ‘homelessness’ needs arising from inward migration into the Borough

- data from RSL’s - electoral register - data on migration

Reports to Housing Needs Forum and CBC Scrutiny Committee


31 May 2008 CBC Housing Options Team

1.4 To review levels of households being accepted as ‘homeless & in need’

Set up comparisons of CBC decisions to applications, in terms of household make-up at time of presentation

Comparison to undertake by Options Team, plus support from stakeholders. Report taken to cross-sector group and Housing Needs Forum.


31 March 2008 CBC Housing Options Team



Objectives



Resources

1.5a

To make regular assessments on any levels of ‘repeat homelessness’

Checklist used on assessments of ‘repeat homelessness’

CBC Options Team assess evidence for cycle of ‘repeat’ occurrence, and devise checklist


End-May 2007, to end-March 2008


1.5b

To make regular returns for regional government monitoring reports

Reports compiled to CLG format

Quarterly reports sent to central government on ‘homelessness grant’ funding



1.5c

To evaluate ‘best practice’ relating to initial housing advice and overall homeless application process

Checklist for assessments and practice, as based on KLOE guidance

Options Team to devise and use checklist





(C2): Prevention of ‘homelessness’ Objectives


Officer Completion date Resources

2.1 To confirm extent of ‘vulnerable’ households in all sectors Borough and what ‘support’ is needed to prevent homelessness

Numbers of ‘vulnerable’ households from records of private and public sector agencies / teams.

(a) Extent of ‘vulnerable’ households in private sector; (b)Extent of ‘vulnerable’ households in social sector (c) Plan created to target support to minimise risk of homelessness

(a) CBC Private Housing Sector Principal Officer (b) and (c) Housing Strategy & Resources Manager

(a) 30 September 2007 (b) 31 March 2008

CBC Private Sector Housing, Housing Strategy, Housing Options

2.2 To carry out review on inter-agency protocols to facilitate access to appropriate health care and support services, including families or their members ‘at risk of abuse’

Revised Protocols between CBC and Health Services, and Social Care agencies

Review of existing Protocols and revision


30 June 2008 CBC Housing Options Team

2.3 To revise CBC written procedures to assist households at risk of

New written procedures in place for Options Team to address medium and short-term (>28

Review of current procedures by Options Team and liaison with stakeholders





homelessness In 28 days

days) risks

Objectives


Officer Completion date Resources

2.4a

To make regular comparisons quantity and quality of lettings of lettings data (CBC, RSL and private sectors)

Assessment of quantity and quality of lettings

in response to homelessness from all local landlords


31 March 2008 & 30 September 2008


2.4b

To have plans in place from all landlords to respond to fire, flood, health & safety, etc.

Records for how social and private landlords will assist households at times of wider crisis

CBC Emergency Plan to be updated

Housing Strategy & Resources Manager

31 March 2008 CBC Housing Options Team, RSL sector

2.4c

To provide CBC housing advice service at local settings / venues, besides at CBC offices

Number of venues where CBC provide services, increasing yearly

Trial with Poppy Project from 2006/07


31 December 2008


2.4d

To provide information within education settings, to raise issues of homelessness on ‘learning’ agendas

Framework for CBC staff presentations to schools and via Connexions

To compile data pack for learning-based sessions


30 June 2008 CBC Housing Options Team, Housing Strategy

2.4 To improve the Returns made to Agree basis of Housing Options 31 March 2008 CBC Housing



e monitoring of ‘preventative’ activities

CLG CLG returns for demonstrating ‘preventative’ impacts

Team Leader Options Team

(C3) Responding to immediate or emergency homelessness Objectives



Resources

3.1 To establish the interim Supporting People / CBC emergency accommodation service for homeless families and homeless single people

(a) New contractual arrangements in place and revised funding (b) Number of CBC properties identified to meet emergency need

To agree new Supporting People interim contract for Bridge Court and other CBC ‘floating’ support services, and identify suitable CBC stock

CBC Landlord Services Manager

30 June 2007 CBC Landlord Services, Housing Strategy

3.2 To review CBC ‘homelessness’ assessments where or when ‘intentionality’ is considered a factor

New framework of support in place to respond to assessments of ‘intentionality’

Options Team to review assessments and judgement of ‘intentionality’



3.3 To reduce household numbers in non-secure tenancies, in line with national 2010 targets

Reports made to Housing Needs Forum on outcome of numbers and length of stays reduction of

To generate sufficient through-put of lettings / move-on accommodation for achieving


31 December 2008

CBC Housing Options Team, CBC Landlord Services, RSL sector



numbers, against 2005/06 baseline figures

reductions by 50% in number, and by 25% reduction in total weeks

(C4): Priorities for existing stock and homelessness services Objectives



Resources

4.1 To undertake regular reviews of CBC’s main allocations policy

Annual Review Review to be reported to Housing Needs Forum and CBC Scrutiny Panel

Housing Options Team

30 November, yearly


4.2 To generate additional numbers of affordable and ‘move-on’ properties available for let

Actual increase in new and / or lettable affordable properties in the Borough

(a)To review all remaining CBC long-term voids; (b) Strategic promotion of more newbuild; affordable housing (c) Update all CBC / RSL ‘Nomination Agreements’; (d) Review scope for statutory powers against

(a), (b) and (c) Housing Strategy & Resources Manager (d) Principle Officer – CBC Private Housing Sector Team

31 December 2008

CBC Housing Options Team, Housing Strategy, Planning, Environment Health



‘empty homes’ 4.3 To confirm

nature and extent of (a) housing adaptations and (b) house improvements required to meet needs of vulnerable households

(a) Number of Disabled Facilities Grants (b) Level of works undertaken

(a) Agree yearly targets for CBC finance and disabled facilities grants (b) Decent Homes based improvements to be recorded and

(a) and (b) Principle Officer – CBC Private Housing Sector Team

31 March 2008 CBC Private Sector Housing Team / Housing Strategy

(C5): Priorities for new homelessness services and new provision Objectives



Resources

5.1 To agree need for long-term emergency accommodation and floating support’ services for all households, and procurement through agents

(a) Report to CBC Committee (b) CBC Procurement practice

(a) Report on the evaluation of long-term options for emergency and floating support services taken to CBC Committee (b) Commence procurement, appropriately

CBC Strategy & Resources Manager / CBL Project Worker

31 December 2008

CBC Landlord Services, Housing Strategy, Supporting People

5.2 To bring on-line the new-build D V refuge from Leicester Housing

Completion of new-build refuge for households experiencing domestic

RSL new-build project to secure final planning permission and organise on-site

CBC Strategy & Resources Manager

December 2008 RSL sector, Supporting People



Association & Northampton Women’s Aid

violence construction

5.3 To confirm site(s) to meet needs of gypsies and travellers communities

(a) Compliance with CLG guides (b) Inclusion of sites in LDF (c) Government grant acquired to improve site facilities

Review of Corby sites following completion of Northamptonshire Gypsy & Travellers Accommodation Assessment

CBC Private Housing Sector Principal Officer

31 March 2008 CBC Private Sector Housing / Housing Strategy

(C6): Priorities for homelessness partnerships and other service protocols Objectives



Resources

6.1 To consolidate work of ‘operational forum’ and Multi Agency Strategic Group

‘Benchmarking’ comparators against KLOE standards; appropriate performance measures.

Operational Forum to review and / or revise Terms of Reference



6.2 To manage use of ODPM grant, focused upon preventing and reducing local homelessness

Programme reported to Housing Needs Forum

Programme agreed by Housing Needs Forum by Multi-Agency group



6.3 To establish all Nature of Nature of Housing Strategy 31 December CBC Housing

partnerships and preparatory works to provide new ‘Choice-based Lettings’ scheme

proposed CBL and operational details reported to CBC members and other bodies

‘Choice-based Lettings’( CBL) scheme agreed between CBC and other housing providers

& Resources manager / CBL project Worker

2008 Options Team, CBC Housing Strategy

6.4 To include Borough priorities into Countywide and Regional Homelessness strategies and targets

Corby priorities recorded within regional / sub-regional plans Homelessness Forum

Corby priorities taken to Regional and Sub-regional Homelessness Forum


31 March 2008 CBC Housing Options, Housing Strategy





Appendix D. Sources of key evidence & guidance for strategic planning

EVIDENCE / TITLE OF DOCUMENT

SOURCE / ISSUED BY …..

• Government guidance, CSR07

Comprehensive Spending Review CSR07 – HM Treasury 2007

• Housing Green Paper

Communities & Local Government Department, 2007

• Housing & Regeneration Bill


• Planning Reform Bill Communities & Local Government Department, 2007

• ‘National Affordable Housing Programme, 2008-11’

Housing Corporation, 2007

• “Planning Policy Statement 3 : Housing


• East Midlands Regional Plan / Regional Spatial Strategy, 2007

East Midlands Regional Assembly, 2007

• East Midlands Regional Housing Strategy, 2008

East Midlands Regional Assembly, 2008 (draft)

• ‘Sustainable Communities Strategy for Northants’

Northamptonshire County Council 2008 (draft)

• Northamptonshire Supporting People Strategy, 2005-2010

Northamptonshire Supporting People

• 2007 Sub-regional Housing Action Plan

Local housing authorities in Northamptonshire – contact Housing strategy section South Northants Council

• North Northants Core Spatial Strategy, 2007

North Northants Joint Planning Unit website (nnjpu.org.uk)

• North Northants Development Company Business Plan

North Northants Development Company

• North Northants Strategic Housing Market Assessment, 2007

North Northants Joint Planning Unit website (nnjpu.org.uk)

• CBC Homelessness Strategy 2006-08

CBC Neighbourhood Pride service, (2007 update)

• Corby Housing Needs Survey, 2007

CBC Neighbourhood Pride service, 2007

• CBC Housing Strategy 2005-08 CBC Neighbourhood Pride service, (2006 update)

• CBC ‘HRA Business Plan’ 2007, and Stock Options Appraisal 2005

CBC Neighbourhood Pride service, (2007 update)

• CBC ‘Medium-Term Financial Strategy, 2008 - 2013’

CBC Financial Services, (2007 update)

• CBC / RSL partnership 2007 ‘protocols’

CBC Neighbourhood Pride service, 2007



• CBC private sector housing renewal policy, 2006

CBC Private Sector Housing Team, 2006

• CBC Private sector housing stock condition survey, 2006

CBC Private Sector Housing Team, 2006

• Tenants and residents surveys • Street Scene Survey

CBC Environmental Quality Team 2007/08


Appendix E. Affordable Housing Summary Approvals Affordable

Units Approved

Split (SR/INT) 1 Bed Apt

1 Bed Flat

1 Bed House

2 Bed Apt

2 Bed Flat

2 Bed House

3 Bed House

4 Bed House

Sheltered Housing

Total

Headway 47 50/50 3 0 0 20 0 3 9 12 47LWOS** 132 (of 195) 50/50 0 0 1 31 12 38 46 4 132 *Taylor Wimpey in negotiation (included)Priors Hall* 435 50/50 80 80Rockingham Road 31 50/50 0 0 0 0 10 2 16 3 31Rowlett Road 18 50/50 0 0 0 0 6 3 2 7 18Kingswood Phase 1a 9 0/100 9Total 672 3 0 1 51 28 46 73 26 80 237 (+ 435 Priors Hall = 672)

*Outline Permission Only**Outline with some Detailed PermissionDetailed Breakdown not yet known

Forthcoming Expected Affordable Units

Expected Split

Weldon Park 300 50/50Kingswood Phase 1b 25 50/50Copenhagen Road 20 50/50Evolution Corby 35 50/50Gainsborough Road 16 50/50Occupation Road 18 50/50Total 414




Appendix F. Performance 2007/08 Indicator Activity Target Actual

National Indicators

154 Net additional homes provided

16800 new homes overall 2001 to 2021.

680 per year ‹ 2011 1060 per year › 2011

155 Number of affordable homes delivered (gross)

NI 155 net new affordable homes provided 30% of total dwellings. Previously approved levels of 0% Oakley Vale, 20% Priors Hall (10% on-site, 10% off-site), 20% on-site West of Stanion. (160 new homes 29 affordable) Arran Way/Finland Way subject to design/planning N1 154/155 New affordable houses.

Three communities re-invigorated Regeneration of areas underway New options to rent and buy for those entering/moving within the housing ladder Reduced Council housing waiting list.

156 Number of households living in temporary accommodation

-10% As a result of extensive work to move on non-secure tenancies and an increase of prevention work this has resulted in dramatic reduction of households in TA. We are currently 10% away from the 2010 target and this is a vast reduction on 04/05 targets of 50%.

158 % non-Decent CBC homes

9% Currently at 13% aiming for 9% by 2009/10 with programmes in place to meet Standard.

159 Supply of ready to develop housing sites

100% Planning Policy Statement 3 requires Local Planning Authorities to maintain a 5 year supply of deliverable sites for housing through their Local Development Framework. To ensure there is a continuous 5 year



supply, authorities should monitor the supply of deliverable sites on an annual basis, through their Annual Monitoring Reports (AMR).

To ensure that plans maintain a continuous approach to housing delivery; as well as regular monitoring through AMRs, authorities are also required to collect evidence of sites with potential for housing by undertaking Strategic Housing Land Availability Assessments.

195 Improved street and environmental cleanliness

New PI Could use – Local Street Environmental Cleanliness 199a – Litter & Detritus 199b - Graffiti 199c – Fly Posting Levels of detritus have reduced significantly as a result of increased monitoring and additional street sweeping. There has been a marked increase in the level of incidents of a minor nature in graffiti in the way of street tags and efforts to address this have been put in place alongside Community Safety. Continued monthly inspections and removals ensure that the potential problem of fly-tipping is managed effectively; also liaison with developers has decrease in illegal postings.

Key Local Indicators

Activity Target Actual

BV66a Rent collected as a proportion of rent owed on HRA dwellings

98.2% Performance currently at 96.62%. Arrears levels at the end of March 2008 were £349,550, an increase on the previous month end figure and have not met out target this year. However we believe that in 2008 /2009 with a clearly focused action plan we will be in a position to improve out collection rates. The plan includes tasks such as targeting resources in



areas where levels are stagnant, introducing incentives, redrafting our letters, and increasing capacity through auditing accounts and later evening working to ensure no opportunity to collect or recovery task is missed for any reason.

KL12 Total former tenant arrears as a percentage of total debt

3% Currently at 3.33%. Overall the Former tenant arrears levels decreased in March 2008 by just over £120.000. The Corporate Debt Team have been working hard to collect as much of the outstanding debts as possible whilst preparing write-offs where all other methods of collection have been exhausted for old debts

KL14a Refusals as a % of offers made by CBC

18% Currently 37.9% of offers are refused. There were 35 internal nominations made in March. 12 refusals were received for various reasons, the highest of which was 5 for "Dislike Area".

KL14b Refusals as a % of offers made by RSLs

Unknown Currently at 30%. Only 2 applications sent to RSL’s during march and none were refused.

BV212 Average time to relet CBC housing

30 days Currently at 99.1 days and although still considerably above target it is improving due to the near elimination of backlog voids. There are only a few long term voids left in our system, the 30 days turn target was met during March 08 and will continue to maintain this target during 08-09

R16 % increase in private sector dwellings meeting Decent Homes Standard

68% Currently at 67.17%. The governments target was to ensure that 65% of vulnerable homes in the private sector achieved the Decent Homes Standard of 65% by 2006 and 70% by 2010 as a direct result of CBC grant aid. The Government target of 65% and local 2007/08 target of 67% have both been met; Government target for 2010 will also be achieved.

BV184a Proportion of CBC

homes non-decent at start of financial year

9% Currently at 13% due to low monetary value failures, which are being addresses through programme of works during 2008/09.

NR4 Ratio of planned maintenance expenditure compared with target

95% New programmes of works in place for 2008/9/10 to meet expenditure target.

R7b % of Home Repair Grant budget paid/approved

93% Currently at 15.92% the number of home repair grants approved this year has not reached target due to significant delays in receiving financial information from applicants and in registering the grants on land registry, a function carried out by Legal Department. Both these requirements are approved. As a consequence of not being able to approve grants, the budget could not be spent. A number of grants are still eligible and in progress but still require final approval.





Appendix G. Glossary Affordable Housing Housing for people who are unable to resolve their housing requirements in the general housing market because of the relationship between local housing costs and incomes. This breaks down into two sub categories: social housing where rent levels are set in line with the Government’s rent regime; and intermediate housing which comprises low cost home ownership initiatives such as shared ownership or Homebuy. Audit Commission The independent public body responsible for ensuring that public money is spent efficiently and effectively in the areas of local government, housing, health, criminal justice and fire and rescue services. Best Value Performance Indicators (BVPI’s) Statutory performance indicators that authorities are required to monitor, report and publish each year. Authorities are required to set targets for two years ahead for these indicators. Home Improvement Agency A service that assists older and disabled residents to repair, renovate and adapt their homes. Comprehensive Performance Assessment (CPA) A government assessment regime that looks at how well the Council delivers its services. It also considers how the Council is run, as this will impact on how well they deliver their services in the future. CPA assessments are carried out primarily by the Audit Commission, who bring together the work of numerous inspection services. Corporate Priorities Those areas deemed of most importance to the Council, although this does not mean that areas that are not priorities are not important. Concealed Households People living in an existing household who want to move to their own home. Decent Home A home that is in good repair and fit to live in, warm, and has reasonably modern facilities. Department of Communities and Local Government (CLG) A Government Department responsible for policy on housing, planning, devolution, regional and local government and the fire service. It also has responsibility for the Social Exclusion Unit, the Neighbourhood Renewal Unit and the Government Offices for the Regions. Direction of Travel Progress of the Council in achieving national priority outcomes for it’s services and organisation. Disabled Facilities Grant A mandatory means-tested grant which is available to disabled people whose homes need to



be adapted to support them living there, for example a stair-lift for getting to a first floor bedroom . Dwelling A self contained unit of accommodation where all the rooms are occupied by one household; a home. Government Office for the East Midlands (GOEM) The Government Office works with regional partners, councils and local people to help deliver the Government’s policies and programmes in the East Midlands. GOEM directly manages spending programmes on behalf of Government departments as well as carrying out regulatory functions. Growth Areas Four areas in the South East of England identified for large scale additional growth in the Government’s Sustainable Communities Plan. They are: Milton Keynes-South Midlands; Thames Gateway; London-Stansted-Cambridge-Peterborough; and Ashford in Kent. Homebuy Schemes which allow social housing tenants and those registered on local authorities’ housing waiting lists to purchase a home on the open market with an interest free or low cost equity loan. Home Repair Grants Monies for freeholders to carry out minor improvement works in the home. Homelessness Strategy The Homelessness Strategy assesses current and future levels of homelessness in the Borough, and sets out plans to tackle homelessness locally over the next three years. House Renovation Grants Grants allocated by the Council for repair and renovation of older properties. Houses in Multiple Occupation (HMOs) Buildings where a number of separate households are resident under separate tenancies or licences under one roof. Housing Associations Social housing providers which are generally registered with the Housing Corporation. Also known as Registered Social Landlords (RSLs). Housing Benefit (HB) A means tested welfare benefit for low income households which provides assistance in meeting rent and Council Tax payments. Housing Corporation A government-sponsored agency which regulates, monitors and promotes the work of Registered Social Landlords through best practice and substantial financial support. (To be replaced shortly by Oftenant.)



Housing Need A household living in unsuitable housing, which cannot move into market priced housing either for sale or rent. Housing Needs Survey A survey which assesses housing needs and future housing requirements. Housing Revenue Account (HRA) The account which meets the cost of managing and maintaining the Council’s housing stock. HRA Business Plan The Council’s plan for managing and maintaining the Council’s housing stock. Housing Strategy The Housing Strategy assesses the various types of housing need within the Borough and sets out policies and programmes for meeting this need across all tenures over the next three to five years. The Strategy is revised annually by the Council. Local Performance Indicators (LPI’s) Performance indicators set by the Council to monitor specific aspects of each service. They are additional to Best Value Performance Indicators, and are capable of catering for specific local factors, for example how many repairs are right first time. Milton Keynes and South Midlands Sub-Regional Spatial Strategy A strategy to promote sustainable economic growth over the next thirty years in an identified geographical area covering Milton Keynes, North Buckinghamshire, Bedfordshire and Northamptonshire. Private Sector Housing Renewal Policy The Private Sector Housing Renewal Strategy assesses local housing needs and sets our objectives and priorities for the renewal of private sector housing in the Borough. Regional Housing Strategy (RHS) A statement issued by the Regional Housing Board for the East Midlands, in partnership with the Government Office for the East Midlands and the Housing Corporation, which outlines key regional housing priorities. Regional Housing Board Regional Housing Boards were established nationwide during 2003 to ensure delivery of the policies set out in the Sustainable Communities Plan at a regional level. The Board is responsible for drawing up the Regional Housing Strategy and making recommendations about the Regional Housing Pot. Registered Social Landlords (RSLs) Providers of social housing, registered with the Housing Corporation to access public funding. Also known as Housing Associations. Right to Buy (RTB)



Legislation allowing Council tenants the right to purchase their home, at a discount, after a qualifying period. Section 106 Agreement A planning agreement between a developer and the Council to provide affordable housing or other benefits to the community. Shared Ownership Dwellings which are part sold (25% or more is purchased with a mortgage or savings) with the remainder paid for by rent. With many shared ownership schemes, occupiers have the right to ‘staircase’ ownership until they own the property outright. Social Housing Housing for people on low incomes or who need particular support and which is generally provided by local authorities and Registered Social Landlords. Social Housing Grant (SHG) A grant, which is allocated by the Housing Corporation, to Registered Social Landlords to fund investment in affordable housing projects. Southern Sub-Region The East Midlands Region has been divided into five sub areas. Northamptonshire and Market Harborough form the Southern Sub-Region. Supporting People A programme to commission and fund housing related support services for vulnerable people who wish to live independently. Sustainable Communities Places where people want to live and work, both now and in the future. Temporary Accommodation Accommodation arranged by a local authority for qualifying homeless households to meet their homelessness duty. Tenants’ Compact An agreement between the Council and tenants which sets out arrangements for monitoring the delivery of landlord services. Tenants’ Forum A consultative body made up of tenants and elected members. Tenure The structure by which people own or rent their homes, usually categorised as follows: owner occupation, private rented, local authority or housing association. Vulnerable Those persons at risk through their housing situation, age, infirmity, or the behaviour of others.

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