my home is my springboard for life

bristols housing strategy 20102015

Homes 4 Bristol

contents
05 chapter one introduction 13 chapter two mind the gap (more homes that people need) 20 chapter three early bird (better advice and intervention) 23 chapter four healthy home, healthy you, healthy city (better quality homes) 27 chapter five resources 35 chapter six impact assessments 37 chapter seven delivery and implementation action plan 47 appendix i supporting evidence paper contents 49 appendix ii membership of the homes4bristol partnership 50 glossary i terms used 55 glossary ii key local strategies and plans 57 glossary iii key national policy drivers for strategic housing

Homes 4 Bristol
Homes4Bristol Bristols strategic housing partnership want to ensure that this strategy is accessible to everyone. To get the most from the strategy its best to access it via the councils website. This not only saves paper, but also allows you to link to other related strategies and the latest updates. If you would prefer this document in a different format please contact: policyandpartnerships@bristol.gov.uk or telephone 0117 352 5131 4

foreword
The Housing Strategy sets out the citys vision for housing across all tenures, for both new and existing housing. Since the publication of the previous housing strategy in 2005 the council has worked closely with local and regional partners to commission research and gather evidence to help assess both current and future housing needs. With limited resources it is a priority that the council and its partners focus on the key issues that will make a difference to Bristols communities. 2009 saw the establishment of the Homes4Bristol (strategic housing) Partnership, a partnership through which key partners have shaped the strategy and can now align their efforts around its delivery. The title of the Strategy housing is my springboard to life reflects the fact that investment in housing plays an important role in improving the health and independence of our communities and ensuring that people, including families, can fulfil their potential. Housing contributes to creating strong and cohesive local communities; making areas safe and well kept. Stable housing contributes to young peoples educational achievement and helps support a strong local economy. Development of the Strategy has been carried out during difficult economic conditions which have impacted upon Bristols housing markets. Fluctuating house prices, a decline in new housing developments, and an increasing number of people on the housing waiting list will pose particular challenges. The Strategy proposes a number of actions to help tackle the housing needs of the people of Bristol. The headline actions are: maintaining delivery of affordable housing; bringing more empty homes back into use; ensuring quality, efficient advice and intervention services; improving the quality and management of existing housing stock and developing ways of bringing a better housing balance to the city. The Strategy has been developed to support the 20:20 plan (Bristols Sustainable Community Strategy) demonstrating how the council and its partners have adopted a multi-agency approach to deal with the challenging housing and other issues the city faces. The contributions of a diverse array of organisations and individuals have contributed to a robust and well-thought out strategy. We now look forward to those same partners working with us to make sure that we make a difference to the lives of more Bristolians over the next five years.

Oona Goldsworthy Chair Homes4Bristol Anthony Negus Bristol City Council Cabinet Member for Strategic Housing and Regeneration Dick Penny Chair Bristol Partnership

Map One Geography of Bristol

Bristol is divided into 35 electoral wards. These are sometimes referred to in the Strategy. This map allows you to see where they are.

A4

03

49

A38

Bradley Stoke

Cribbs Causeway

M4

Avonmouth Henbury Kingsweston Westbury-onTrym Henleaze

A4

Filton

Stoke Gifford

Southmead Horfield Lockleaze

M 32

A417

Frome Vale
A4

32

Stoke Bishop

Bishopston Redland Cotham Ashley Easton Lawrence Hill St. George West St. George East Eastville Hillfields

NORTH SOMERSET

A36

Clifton

Clifton East

Cabot

Southville Bedminster Bishopsworth

A370

Hanham

Windmill Hill Knowle Filwood

7 41 4

Brislington East

Brislington West Stockwood

A4

Bristol City Council boundary Ward boundaries Motorway network Other existing highway Rail network
N

Hartcliffe
8

Hengrove

A3

Whitchurch Park
BATH AND NORTH EAST SOMERSET

A37

Crown copyright (2007)

chapter one introduction

chapter one introduction

1.1 my home is my springboard for life
This Housing Strategy is called My Home is my Springboard for Life because good housing underpins other life chances. The Strategy outlines key housing themes and outcomes for Bristol and how they will be delivered in partnership. It is not focused on one particular type of housing tenure, nor is it just about bricks and mortar. It is about the communities in which people live and their hopes for the wellbeing of themselves and their communities.
Bristol is a thriving, fast growing, multi-cultural and environmentally friendly city. The city has successfully blended its rich architectural heritage with exciting new building developments. It is a city where people work in a wide variety of industries and where opportunities for leisure and entertainment are many. For all these reasons, it is a city that people want to visit and to live in. However, Bristols success has increased pressures on its ability to provide the right housing offer in order to sustain Bristols economic competitiveness and future prosperity. Bristol is also a place where some residents are disadvantaged and dont have equal access to health, jobs and education as they should. To be effective the Strategy responds to a wide range of policies from national to local level. A separate supporting evidence paper is available on the Bristol City Council website, see Appendix i for its content. The evidence paper contains further detail about the strategic context on which this Strategy is based and provides evidence relating to housing in Bristol. The policy context above, together with the evidence that has been gathered and the views of citizens and stakeholders, has led to a widely shared vision of what housing in Bristol should be like. A summary document outlining feedback from the consultation process and how it shaped the Strategy can be accessed here. The Strategy identifies the ways in which the current housing situation falls short and includes outcomes and associated actions to help bridge those gaps. The themes and outcomes are outlined in Box One (over page). Linked to these themes and outcomes are five key headline actions (see Box Two below) the delivery of these will be a clear statement of success for the Strategy. By being clear about what this Strategy will achieve, this allows partners to align their business plans with its outcomes.
6

National policy emphasises that housing has to be seen in a broad context. Good housing is not just an outcome of design but housing which contributes to a sense of place, community and identity. Good housing is interlinked with good education, work opportunities, good health and freedom from fear of crime1. Due to the connections between issues, the Housing Strategy is one piece of the jigsaw that makes up Bristols Sustainable Community Strategy (SCS) The 20:20 plan and its related documents. The links between the two Strategies are explored in Table Two (page 12). The Housing Strategy is designed to support and complement the SCS and the work of the Bristol Partnership (the citys local strategic partnership) and the Partnerships cross-cutting work on sustainable prosperity, stronger communities and reducing inequality. Whilst this strategy regularly acknowledges the links between health and housing it has not been able to explicitly mention in detail every area that housing impacts on. One notable area is crime, safety and anti social behaviour. This strategy supports and will link to the sister Safer Bristol Partnership Plan and encourages housing providers and residents to align their actions in support of it, but that Plans actions are not repeated here. Developing and then delivering this Strategy in partnership will focus a wide number of partners on achieving the same outcomes. The actions are designed to achieve value for money by intervening as early as possible. For example: to bring that empty property back into use before it becomes an eyesore; to give housing advice to a household to stop them losing their home; and to remove trip hazards and improve the insulation of a home to allow its older occupier to remain there.

1 For a detailed explanation of the way the Housing Strategy links to other strategies and initiatives see Chapter 2 of the Evidence Paper pages 4 12

Housing Strategy themes and outcomes

Homes4Bristol and its partners will:

Theme one mind the gap

Sustain Bristols economic competitiveness and future prosperity, achieve more balanced housing markets and reduce inequality. 1 Deliver the properties and tenures in shortage, ensure links to jobs, services and tansport options. 2 Make best use of existing housing, especially empty homes. 3 Contribute to sustainable and cohesive communities.

Theme two early bird

Create a high-quality approach to housing advice, early intervention and prevention deal with problems before they become a crisis. 4 Provide advice and intervention across agencies to prevent crisis, increase choice and access. 5 Improve housing offer to better meet a range of housing needs.

Theme three healthy home, healthy you, healthy city

Improve health through quality housing and places good housing is good for you and your community. 6 Ensure good quality homes with high energy efficiency, safety, minimum standards and effective management/upkeep. 7 Improve and maintain independence and inclusion by providing effective support eg for disabled people and other potentially vulnerable groups.

Headline actions from the Housing Strategy (full action plan pages 3646)
a Ensure the delivery of as many new affordable homes as possible for the lifetime of this strategy. b Bring as many empty properties as possible back into use. c Provide greater balance to housing markets in Bristol. d Develop an accredited, quality advice and intervention standard for all housing agencies in the city. e Ensure quality neighbourhoods with high standards for all housing* (all tenures) and for housing management.
*The Bristol Qaulity and Management Standard to improve housing in its broadest sense health, wellbeing, liveablity and life expectancy

1.2 homes4bristol bristols strategic housing partnership

The council as a Strategic Housing Authority works across traditional responsibilities and functions with a wider range of partners including the Private, Business and Third sectors.

Diagram one

Homes4Bristol (H4B)2 is Bristols Strategic Housing Partnership. The Partnership was established in 2009 to help develop and then deliver the housing priorities needed for the city as set out in this Strategy. H4B also has direct links to the Bristol Partnership and helps support the Partnerships Sustainable Community Strategy. By developing the Housing Strategy through the H4B Partnership, its members can align their business plans and activities to the Strategy.

Relationship of Homes4Bristol to the Bristol partnership and its Partnership Boards (PBs) Bristol Partnership (BP) Executive Board
(Local Strategic Partnership)

Prosperous and Ambitious PB

Safer Bristol PB

Health and Wellbeing PB

Children and Young Peoples PB

Thriving Neighbourhoods PB

BP/P&A PB delegates responsibility for Housing Strategy and housing delivery to H4B

Homes4Bristol ((H4B) Partnership Executive (Strategic Housing Partnership)

Link from NPs to H4B Forum to be established Homes4Bristol Forum

14x Neighbourhood Partnerships (NPs)

H4B has two parts the first part is a relatively small Executive which includes representatives from key housing stakeholders from or in the social housing sector, advice agencies, Bristol PCT, private

developers, private landlords, the HCA and the city council. The focus of this group is delivery how these organisations can work together to deliver the Housing Strategy.

Diagram two structure of H4B Structure of H4B

Homes4Bristol (H4B) Partnership Executive (Strategic Housing Partnership)

Bristol Housing Partnership (BHP) (Partnership of social landlords and the city council)

Preventing Homelessness Board

Possible Performance Monitoring Sub Group

Possible Task and Finish Groups

BHP Development Sub Group

BHP Management Sub Group

The second part is the H4B Forum which is open to anyone with an interest in housing. Through the Forum the Executive can act on the views of a wide range of organisations and individuals, eg tenant and resident groups, voluntary organisations, supported housing providers and even delegates from neighbouring authorities. The Forum met three times in 2009, twice to help develop the Housing Strategy and once for a joint
8

conference with the Bristol Housing Partnership (the social landlord/council partnership). This Strategy has been developed through engagement with Bristol citizens and partners eg the two major public H4B Forum events3. It has also been informed by guidance from Government4 and by assessment of the latest trends and evidence arising from a wide range of data and research.

1.3 Working in Partnership

It is important to emphasise that this is a Housing Strategy developed and not only to be delivered just by the council, but by and with other partners. H4B provides the direction through this Strategy by working with (persuading and influencing) partners to align their efforts towards the Strategy to make it more than the sum of its parts. This Strategy is based on the vision that a home should be a springboard to life. It acknowledges that there are key links between the quality and quantity of housing and the people of Bristols ability to fulfil their potential in life. What happens in the area of housing will impact on other areas of life and vice-versa.
2

For example: if children live in overcrowded and badly heated accommodation, this will hinder their chances of getting good educational qualifications and future jobs I the Government wants more people to receive care and support at home but this will not be effective if peoples homes are poorly designed or are not properly adapted.
I

For this reason the Housing Strategy must link with: national; regional; sub-regional and local organisations and related strategies to ensure that effective and efficient outcomes are achieved. Table 1 below shows just some of the key partnerships and plans that this Strategy links with. (See the Glossary for a more comprehensive list of partners and plans).

Appendix II contains a list of H4B Executive memeber organisations. 3 See Housing Strategy Consultation Document. 4 See Creating Strong, Safe and Prosperous Communities Statutory Guidance CLG (2008) and The Strategic Role of Local Authorities: Powers and Duties CLG (2008)

Table 1
National
Communities and Local Government Homes and Communities Agency Audit Commission Department of Health Sustainable Communities

Regional and sub regional

South West Councils Regional Housing Strategy (RHS) 2005 2016. Multi Area Agreement Joint Local Transport Plan Bristol Partnership

Local
20:20 Plan Safer Bristol Partnership Plan 2009 2012 Bristols Strategic Housing Partnership Development and management of social housing Supporting People Strategy Quality of Life for Older People Buying Services for People with Learning Difficulties 2008 2011

Single Conversation Affordable Housing Comprehensive Area Assessment Policy on social care

West of England Partnership

Homes4Bristol

Bristol Housing Partnership BCC Health and Social Care

Department of Energy and Climate Change

Policy and guidance on reducing CO2 emissions

BCC Children and Young Peoples Services BCC Strategic Housing

Children and Young Persons Plan Affordable Housing Delivery Plan Bristol Preventing Homeless Strategy 2008 13

1.4 the bristol development framework

Where relevant the proposed actions contained in the Housing Strategy will support the principles contained in the emerging Bristol Development Framework (BDF). The framework ensures that new developments will contribute towards improvements or additional services and facilities needed to serve them. The BDF is designed to support Bristols Green Capital Initiative and targets the reduction of carbon emissions and the promotion of a Green Infrastructure. With regard to new development, the BDF states that: Development in Bristol should include measures to reduce carbon dioxide emissions from energy use in accordance with the following energy hierarchy: 1 Minimizing energy requirements 2 Incorporating renewable energy sources 3 Incorporating low-carbon energy sources. Consistent with stage two of the above energy hierarchy, development will be expected to provide sufficient renewable energy generation to reduce carbon dioxide emissions from residual energy use in the buildings by at least 20%.5 In addition, the BDF makes this policy commitment: I Individual green assets should be retained wherever possible and integrated into new development. Where loss of green infrastructure is unavoidable in order to secure appropriate development, appropriate mitigation of the lost assets will be required. I Development should incorporate new and / or enhanced green infrastructure of an appropriate type, standard and size. Where on-site provision of green infrastructure is not possible, contributions will be sought to make appropriate provision off site.6 The BDF links the creation of new residential (and commercial) developments with issues such as: I ensuring the provision of high quality and successful local services, facilities and local centres and enabling vulnerable and at risk local centres to thrive through protection of existing and future development opportunities I creating green infrastructure including opportunities for local food production I providing the environment for healthier living and addressing social and health inequalities I enabling development in leisure, sport, culture and tourism within existing communities and in new development to give greater opportunity for locally based activities and thereby reducing the need to travel

promoting regeneration and renewal initiatives across the City but focusing initially on those areas in priority need I mitigating the causes of climate change and adapting to its effects I reducing pollution throughout the City and improving air and water quality, noise and light pollution7.
I

This Housing Strategy recognizes that actions aimed at increasing different types of housing by tenure, type and size will impact on the communities in which they are built. Developing local infrastructure, whilst minimizing risks to biodiversity and environmental sustainability will mitigate these impacts.

1.5 the housing strategy and bristols green capital initiative

In November 2009, Bristol committed itself to reducing emissions in its area year-on-year towards a goal of cutting emissions by at least 40 per cent by 2020. To achieve this the Council will produce a Carbon Reduction Action Plan as a way of building on the Citys achievements in this area. As a result of these commitments council strategies, including this housing strategy has to demonstrate how it will contribute to reducing the citys carbon emissions, thereby also furthering the aims of Bristols Green Capital Initiative. New housing development (Outcome One page12) will be governed by the Bristol Development Framework see Chapter 1.4 (above). However, this will only cover a relatively small proportion (possibly 45%) of the likely housing stock in 2020. Tackling carbon emissions from existing stock (of which approximately three-quarters is privately owned) by a combination of improved thermal insulation and reduced energy use has to be a key outcome of this Strategy. Outcome Six (page 24) of the Strategy specifically targets these issues. However all the outcomes in this strategy reflect the need to support reductions in carbon emissions and promote environmental sustainability.
5 6

BDF Publication Version p87 BDF Publication Version p67 7 Taken from Core Strategy publication version

10

1.6 how this strategy is structured

Chapters Two, Three and Four each cover a theme and the associated outcomes for the Strategy. To aid clarity each theme is presented in the same format and: 1 Provides evidence of why the issue or issues need to be tackled 2 Outlines headline actions that need to be undertaken Chapter Two Mind The Gap explores the gaps between what Bristols housing stock can deliver and what many of our households need and aspire to. It explains the issues around building new housing but also emphasises the importance of making the best use of the citys existing stock. This chapter also emphasises the importance of cohesion and resident involvement in creating communities that are sustainable. Chapter Three Early Bird, underscores the Strategys aim of ensuring early intervention and prevention, so that what might start out as a problem for a household, does not escalate into a crisis. This aim is to ensure citizens can access high quality housing information, intervention and advice of the right type, when they need it. A network of high quality service providers covering a broad range of housing (including debt) options is one aspect of this Outcome. This will also contribute to ensuring that the citys housing markets can meet needs and aspirations more effectively. Chapter Four Healthy Home, Healthy You, Healthy City emphasises the links between good housing and healthy communities. The Strategy aims to promote the provision of high quality housing that can enable people to live in homes adapted to their needs,

inexpensive in terms of income and with a low carbon impact on the environment. It also recognises that the design of the places in which people live can impact on how people feel about their neighbourhood and their sense of community and cohesion.

Chapter Five Resources outlines the resources that are anticipated to be available to ensure that the actions associated with this Strategy can be achieved. This Strategy recognises that success is dependent on ensuring that the widest possible range of resources are utilised. This means that account has to be taken of not just resources available to the council, but also those of housing associations, private landlords, owner-occupiers and the voluntary sector which through partnership and this strategy the council seeks to influence. Chapter Six Impact Assessments outlines work undertaken to ensure that the Strategy fully takes into account the potential impact of its outcomes and actions in the areas of the environment, equalities and health. Chapter Seven contains the Strategys Action Plan, which details how the Strategy is to be achieved and the timescales involved. Appendix i reproduces the Contents Page for the Strategys supporting evidence document. Appendix ii outlines the membership of the Homes4Bristol Executive. The Glossary is presented in three parts and provides links to key national and local strategies.
The Housing Strategy 2010 2015 is designed to be deliverable so its actions can be seen to be achieved, in addition to being a live and flexible document that will be enhanced as circumstances change eg the economy and/or environmental factors.

11

Table 2: How the Housing Strategy outcomes link with the Sustainable Community Strategy (the 20:20 plan)
SCS VISION

By 2020, our aim is to be in the top 20 cities in Europe

Make our prosperity sustainable Raise aspiration of young people and families Reduce health and wealth inequality Build stronger and safe communities

The SCS themes

Housing Strategy vision

Housing will provide a springboard to achieving a high quality of life and create the opportunity for all to thrive in mixed communities of choice Early Bird: create a high-quality, approach to housing advice early intervention and prevention deal with problems before they become a crisis 4 Provide advice and intervention across agencies to prevent crisis, increase choice and access 5 Improve housing offer to better meet a range of housing needs Healthy Home, Healthy You, Healthy City: improve health through quality housing and places good housing is good for you and your community 6 Ensure good quality homes with high energy efficiency, safety, minimum standards and effective management /upkeep 7 Improve and maintain independence and inclusion by providing effective support eg for disabled people and other potentially vulnerable groups

Housing Strategy themes

Mind The Gap: sustain Bristols economic competitiveness and future prosperity, achieve more balanced housing markets and reduce inequality

Housing Strategy outcomes

1 Deliver the properties and tenures in shortage, ensure links to jobs, services and transport options

2 Make best use of existing housing, especially empty homes

3 Contribute to sustainable and cohesive communities; encourage resident involvement

chapter two mind the gap

Theme one Sustain Bristols economic competitiveness and future prosperity, achieve more balanced housing markets and reduce inequality
Outcome 1: Deliver the properties and tenures in shortage; ensure links to jobs, services and tansport options. Outcome 2: Make best use of existing housing, especiallly empty homes. Outcome 3: Contribute to sustainable and cohesive communities.

2.1 minding the gap

In June 2009, Bristol, along with neighbouring West of England Local Authorities published, its Strategic Housing Market Assessment (SHMA). The Reports Executive Summary evidences the need to produce more affordable housing and the size and types of housing that people need8. These findings, together with data9 collected by the council and its partners, point to gaps between what many households need and aspire to and what the citys existing housing stock can offer. Failure to bridge this gap results in greater costs (and less value for money) for individual households and the city as a whole. For some households, this failure will impact on them in terms of overcrowding or homelessness, which further impacts on their long-term health, wellbeing and educational attainment. Failure to deliver housing of the right type, in the right place and at the right price, will impact on Bristols economy as households and businesses will seek to locate to other more competitive areas. This Strategy will promote the best use of Bristols current housing stock and; facilitate partners to build the type of housing that is needed for the future needs of the citys population and its environmental sustainability (the BDF will play a lead role here). Two key headline actions for this area are presented at the end of this chapter.

2.2 outcome one delivering the properties and tenures in shortage

The SHMA also evidences that Bristol is facing a continuing problem in meeting the needs of households that cannot afford market prices. The standard measure for affordability of housing is the ratio of lower quartile house prices to lower quartile earnings. In Bristol in 2008, this stood at 7.69.10 Although slightly lower than the previous years peak, it still meant that many households could not afford housing at market rates.
14

Other key evidence: I The Credit Crunch led to falling house prices. However, this was accompanied by a credit squeeze making mortgage availability scarcer and more expensive in terms of interest charged and an increase in the minimum amount required for a deposit. I The Credit Crunch led to a tailing off in private housing development, which makes it more difficult to deliver affordable housing from such developments in the lifetime of this Strategy. In addition, Housing Associations sold fewer properties for shared ownership (the sales of which would previously have helped fund social rented housing).11 I There is a wide disparity in the types, quality and location of dwellings in the city.12 I Only 34% of Bristols younger households (age 35 or younger) can afford to buy or privately rent their home (compared with an average of 41% for the West of England sub region).13 I Twenty per cent of Bristols households receive either Local Housing Allowance or Housing Benefit.14 I In January 2010, 12,399 households were on Bristols housing register. The top three bands (those households defined as being in the most urgent need of being housed) contained 1,642 households, compared with only 513 the previous year. I The SHMA (2009) estimates that, in addition to those already waiting for a social housing tenancy, the number of newly forming households in housing need (ie requiring affordable housing) is likely to rise by an average of 1,680 pa over the period to 2021. This figure represents 59.4% of the total of all newly forming households over this period. I There is an average annual estimated need (2006 2021) of 1,526 (of which 1,175 would be for social rented and 351 would be for intermediate housing15) affordable dwellings.
8

West of England Partnership SHMA (2009) p20 See also Evidence Paper Chapter 4 pages 27 54 9 For example from the Joint Strategic Needs Assessment, Housing Waiting Lists, Empty Homes Counts 10 CLG Table 576 11 Impact of the economic downturn on the South West and the Governments response House of Commons South West Regional Committee (2009)

The need to ensure the sustainability of new developments is recognised by the Bristol Development Framework (BDF). It states that all new residential development should maintain, provide or contribute to a mix of housing tenures, types and sizes to help support the creation of mixed, balanced and inclusive communities.16 I Twenty-eight per cent of Bristol households have no access to a car. Traffic congestion and journey time unreliability combined with relatively high prices for public transport, can make it difficult for people on low incomes to access employment and services.17 But whilst its important to maximize new affordable housing better use of existing homes is also part of our value for money approach.
I

framework in which landlords can make their homes fit peoples needs and not vice versa. This need not necessarily involve major physical changes to the property involved. Overcrowding and under-occupancy are issues that have to be addressed if the city is to make better use of its stock. Overcrowding is defined by the occupancy rating of a dwelling. It relates the actual number of rooms to the number of rooms 'required' by the members of the household (based on the relationship between them and their ages). In November 2009, 21.5% of all banded households on the BHR were accepted as being one bedroom short. Overcrowding is an acknowledged contributor to lower educational achievement and higher health risks to vulnerable groups. By the end of 2010, the council will have completed an Overcrowding Pathfinder Action Plan. The extent to which a social housing dwelling is under occupied can be measured by comparing the number of bedrooms currently rented by an existing tenant with the minimum number that the Landlord would be prepared to offer if they let them another property. However, it does not mean that tenants with more bedrooms than the minimum requirement should necessarily be considered under occupiers. It simply means that were they to move, for whatever reason, they would be releasing a larger property than the one they would now be offered. Under occupancy becomes particularly important when there is little scope for energy efficiency work (eg improved insulation), household income is low and fuel bills are, as a consequence, disproportionately high. With this issue the strategy recognizes that it is important to ensure that other considerations such as maintaining mixed and sustainable communities and enabling independent living are taken into account.
12 13 14 15 16 17 18

2.3 outcome two make best use of existing housing, especially empty homes
The best possible use will be made of the citys existing housing stock, as this can help to: meet housing need; improve housing conditions; regenerate areas; increase value for money eg the Council Tax collection rate; produce savings on temporary accommodation expenditure; assist in managing urban areas and produce better working between local authorities and the private sector.18 The number of private sector empty homes in the city is a key issue that has to be tackled. One less empty property is a home for a household, less likely to be a potential source of anti social behaviour, a home which contributes to a community as the springboard for work and health. Our evidence indicates that: I In April 2009, there were 2,226 properties in the city classified as empty for more than six months. At the same point in 2007 the figure was 2,071. I On 22nd January 2010, there were 2,463 households on the Bristol Housing Register (BHR) who required one or more additional bedrooms. I In the financial year 2008/09 Bristols homelessness services accepted a statutory duty to house 456 households. I In 2008/09 551 social housing dwellings were built in Bristol. In addition to minimising empty homes, making best use of existing housing also includes landlords re-configuring their existing stock to better fit those who need housing. Examples include re-use of low demand sheltered flats and the possibility of allocations that seek to minimise the turnover of social housing. In essence, this is about being more responsive to what customers need and want. This Housing Strategy, as it develops over the next five years, will seek to create a
15

See Housing Strategy Supporting Evidence paper, available separately SHMA (2009) DWP (2007) SHMA Executive Summary (2009) Figure 20 p36 BDF Core Strategy Publication Version (November 2009) See 16 (above) p6 Empty Housing Standard Note: SN/SP/3012 House of Commons Library July 2009

2.4 outcome three contributing to sustainable and cohesive communities

Outcome Three supports all of the other Outcomes contained in this Strategy. Achieving sustainable communities requires effective partnership working across a wide range of social, economic and environmental areas. In 2008, the CLG set out its vision of an integrated and cohesive community based on three foundations:
I

Work
Another factor in maintaining sustainable communities is the availability of suitable paid employment. Areas that have high levels of worklessness tend to have higher levels of poor health and lower educational achievement amongst other social indicators. The councils Regeneration Team leads partnership work to improve access to employment and training, particularly for people living in deprived neighbourhoods. Business in the Community (BITC) together with social landlord Places for People and other partners have developed a pilot project in St Pauls and South Bristol, to help get residents back into work or training/ education. If successful the pilot could provide a model for innovative projects across the city and the country as a whole.

I I

People from different backgrounds having similar life opportunities. People knowing their rights and responsibilities. People trusting one another and trusting local institutions to act fairly.

And three key ways of living together: I A shared future vision and sense of belonging. I A focus on what new and existing communities have in common, alongside a recognition of the value of diversity. I Strong and positive relationships between people from different backgrounds.

Resident Involvement
The sustainability of community will also involve the degree to which people of all generations and backgrounds are able to live, interact and have a meaningful say in the way their neighbourhood is run. The council has and will continue to devolve resources to local communities through Neighbourhood Committees and the Neighbourhood Partnerships. This is in line with the councils duty to involve representatives of local people in decisions that affect their neighbourhood. The role of Neighbourhood Partnerships includes: I developing local solutions to local problems I encouraging public, private and voluntary sectors to work together to improve local quality of life I encouraging local people to become involved I determining local priorities and influencing services and taking council decisions that impact on their neighbourhood. The decision areas covered include: community safety and cohesion, street cleaning and minor traffic schemes. These are all issues that affect the quality of the places that people live in. The aim is to create: I better services I strengthened democracy and accountability I stronger communities.

Community Cohesion
A 2008 report on Bristols approach to Strategic Housing noted that There are tensions in communities where there has been significant development, and the council will need to work with partners to promote community cohesion in these areas. In 2008 the council commissioned the Institute of Community Cohesion to identify key challenges that will need to be considered in planning for the future of the citys schools. The report was presented to the council in 2009 and highlighted cohesion issues that went well beyond Bristols schools. Key generally applicable issues included: I a need for council employees to be more culturally competent in terms of awareness and sensitivity regarding differences in culture, religion, tradition and values I the need for a council wide approach to dealing with growing diversity and promoting cohesion I ensuring that as BME communities start to move into previously predominantly white areas of the city positive steps are made to promote cohesion I the need for Neighbourhood Partnerships to be given a clear responsibility for promoting cohesion. These issues are being addressed by partnership working led by the councils Community Cohesion Team.
16

Figure 1: Devolved decision making structure

Neighbourhood Forums Local people raise local issues Neighbourhood Partnerships Influence service delivery Influence Neighbourhood Committee decisions

Local Ward Councillors Take delegated council decisions

Environment and Place

Creating sustainable environments requires work to: Reduce an areas impact on the natural environment; increase its capacity to deal with climate change effects including extreme weather events; make services locally accessible; improve the design and feel of an area and; increase opportunities for people to interact in safety24. These and other measures will help to promote healthy areas and a healthy city and further the progress of Bristols Green Capital programme. A number of actions in the Strategys Plan will support the place objectives contained in the 20:20 Plan (Sustainable Community Strategy) and Our City (The councils Corporate Plan). In seeking to support sustainable and cohesive communities, this Strategy, along with other strategies, does not seek to create communities that all look the same.
24

For additional supporting actions please refer to the Action Plan at the end of the Strategy.

2.5.1 headline action affordable housing

Maintaining the supply of high levels of new affordable housing will require clear leadership and high quality partnership working with strategic partners. Work will include: I Through the Single Conversation agreeing with the Homes and Communities Agency (HCA) to support joint investment in communities, homes and jobs I The Affordable Housing Delivery Plan (AHDP) (updated in 2009 to tie into the emerging BDF) will be re-aligned to complement the Single Conversation (see section 5.7). It provides guidance to 'Registered Social Landlords (RSLs) and other providers of affordable housing on the citys intended outcomes for its investment priorities for New Build development. It helps support RSLs to buy built for sale housing where appropriate, in terms of sustainability. It supports local community based Housing Associations to raise their capacity to create new homes. I Working to identify sites, particularly those owned by major institutions including the city council, suitable for mixed tenure housing development. I Working with the HCA and investors to promote the development of properties to rent in the private sector. I Supporting the city councils Landlord Service to build homes where doing so would maximize
17

This includes disabled people who are at greater risk of experiencing violence or hostility than the wider population Promoting the safety and security of disabled people EHRC 2009

2.5 headline actions

To ensure the gap between what is needed and what is supplied is bridged two key actions will be undertaken, working in partnership the council will A For the five years of this strategy Bristol City Council (BCC) will work with RSLs, developers and other partners to supply 2,000 new affordable homes an average of 400 affordable homes per annum. B Ensure a sustained and co-ordinated approach; use full range of powers to bring as many empty properties as possible back into use. C Provide greater balance to housing markets in Bristol

opportunity for Bristol. From a point in 2004/5, where it built no homes, a small but helpful programme of council house building has begun. In a partnership with Bovis Homes, former prefab sites are being replaced with a mixture of market homes and new council homes. The council landlord is also looking for a workable solution to replace a number of substandard, post-war concrete homes. The sites of 300 redundant council landlord garages are also being developed with RSLs. This not only produces much needed homes but also removes unused garages which can be the focus of anti social behaviour. In the period 2005/06 to 2008/09, 60 new council homes were built and an estimated 76 will be built by the end of 2011/12. I Supporting the creation of arms length development organisations In order to increase the supply of housing, including specifically affordable housing, new mechanisms will be needed. The council is currently exploring the possibility of establishing both a Community Land Trust and a Development and Regeneration Company (also known as a Local Housing Company) to use publicly-owned land to increase housing supply. By Spring 2011 the West of England Partnership will be commissioning a new Homes West 'delivery vehicle' to operate as a strategic developer. This Strategy recognises that achieving sustained high levels of affordable housing will not be easy and will have to be linked to other added value considerations such as infrastructure, health, the environment and employment. New affordable housing will have to be developed in line with the principles contained in the BDF and in the West of England Partnership Multi Area Agreement. This means that strategic work will: I support the targets for affordable housing contained within the BDF, whilst ensuring that the creation of sizeable mono-tenure estates is avoided I ensure that the appropriate tenure, type and size mix of developments will be informed by: local housing need and demand; the existing profile of housing in the local area; local demographic context and site issues and design considerations I ensure that development includes appropriate infrastructure, including a preference for public transport, cycling and walking I ensure that the design of new residential environments deters crime and reduces the fear of crime I ensure that new properties are encouraged which can meet specific cultural and religious family needs
18

support developers and house builders to achieve a sustainable increase in completions providing long-term work opportunities for their labour force ensure that all new housing meets the Code for Sustainable Homes (achieving level 6 by 2016 for all new built affordable housing) including Lifetime Homes Standards ensure that inappropriate and unsustainable development does not take place.

2.5.2 headline action empty homes and existing stock

Whilst building more homes is essential, strategic work will also have to be undertaken to ensure that the city makes the best use of its existing housing stock. One key aspect of this work will be to reduce the number of empty homes in the city. The preferred route will be to encourage and support property owners to bring their property into use. Measures will include: I offering low cost loans in return for properties to rent at affordable levels I offering advice and support to owners to get their properties back into use. Where encouragement does not work, the council will use where appropriate the full powers available to it (including Compulsory Purchase Orders). In addition, the strategy aims to promote partnership working with the private rented sector to make it a more attractive supplier of accommodation to households seeking longer-term stability of residence. Linked to this will be work to establish whether private landlords would want to use the Home Choice Bristol website to advertise vacant properties. There will also be a targeted approach to providing low cost loans to: I repair units that are non-decent I increase the size of properties where they are overcrowded I assist first-time buyers to refurbish homes that they have just purchased. In the social rented sector incentives will be provided to encourage tenants under-occupying properties to move into smaller accommodation and to link this to work on reducing over crowding. Across all tenures, work will be undertaken to encourage all landlords to welcome all new tenants to the area, this is especially important for Black and Minority Ethnic (BME) households moving to neighbourhoods where existing BME households are few.

2.5.3 headline action provide greater balance to housing markets in bristol

Data drawn from a wide range of sources indicates that in some parts of the city there are striking variations in the quality, tenure and type of housing. Often these variations are linked to other indicators such as health, education and income. Homes4Bristol will pilot a proactive approach to enabling more balanced and sustainable communities. Work will be undertaken to identify areas that show a strong polarisation of both housing tenure and other indicators such as household income and health outcomes, including life expectancy. The project will see which value for money interventions and initiatives will work most effectively. Once these have been appraised targets will be set. This is not just about what the council alone can achieve but also how partner agencies eg developers, private and social landlords can be encouraged to participate. For the more deprived areas the council will explore potential levers that could be used to diversify tenure and household type, increase owneroccupation and improve the general condition of the area. Two potential levers are: I local letting plans I flexible tenure. Expected benefits include: I reduced turnover (with related cost savings) I improving options for residents who want to move up the property ladder whilst staying in the area I increased demand I improved reputation and confidence in the area eg less crime I reduced stigmatisation of residents I increased tenant satisfaction I a more broadly balanced household mix I increased property values I better health and employment prospects. For the more prosperous areas the council will look at ways of providing a greater range of types of housing and tenures for residents including private and socially rented, as well as shared ownership. Expected benefits include: I a greater range of options for local residents, including younger people and older households who want to remain in the area.

19

chapter three early bird

20

Theme two Create a high-quality approach to housing advice, early intervention deal with problems before they become a crisis
Outcome 4: Provide advice across agencies to prevent crisis, increase choice and access. Outcome 5: Improve housing offer to better meet a range of housing needs.

3.1 outcome four and five providing effective information, advice and intervention
Citizens in Bristol have access to a relatively wide range of housing and debt advice services. Alongside services provided by the council, a range of local and national groups provide specialist and generalist advice to people who need it. However, the majority of housing advice work is targeted at households in high need. As the House of Commons South West Regional Committee noted: Many clients wait until a crisis develops rather than seek early help, and then come with multiple problems. The Government must provide resources to those working on the front line providing advice to the vulnerable, and encourage the public to seek advice in advance of encountering difficulties25 . One aspect of this theme is to improve long-term outcomes for households. For the efficient working of local housing markets, housing advice in Bristol has to be modernised and networked. This approach is in line with national research, which notes that: It is important that everyone in housing need gets accessible, good quality advice at the right time about what their options are, what they can realistically expect, and what they can do to improve their chances of achieving the home they need26 27. Some of the workload on advice services arises from households having been financially excluded and not being able to make fully informed judgments about their housing options and the potential financial consequences of the choices they make. Bristol is working with partners to promote financial inclusion for all communities. Work in this area is aimed at helping people to make good decisions but this has to be matched by access to suitable services and products. This theme is not just about advice, its about other interventions as well adaptations to peoples homes to prevent the need for institutionalization, managing the move on of those in supported housing so they are not plunged back into crisis and intervening to help those discharged from hospital and those leaving prison.

It represents value for money for all agencies giving housing advice to avoid any duplication and to get in early to avoid the need for more expensive intervention later. Key evidence: In 2008/09 I Bristols Housing Solutions service was able to prevent or relieve homelessness for 2,382 households I Bristol Citizens Advice Bureau dealt with 1,489 housing related enquiries I In the year to the end of March 2009 1,025 mortgage possession claims were granted in Bristol, which was a 17% rise on the previous year28 I Research undertaken by Bristol and South Gloucestershire Councils suggests that as many as 42% of households facing mortgage possession do not get any form of advice before going to court Work to improve the housing on offer in the city permeates this Strategy. Our aim is to give people more choice but they will not necessarily know about these choices without the advice and intervention services across the city. These advice services include agencies which would probably not consider themselves to be giving housing advice, such as mortgage brokers and developers. In the same way that there is a range of housing needs there needs to be a range of advice and intervention solutions and the services (the housing offer) that advice leads to.
25

Impact of the economic downturn on the South West and the Governments response House of Commons South West Regional Committee (2009) Addressing Housing Need through the Enhanced Housing Options Approach CLG March 2008 See Chapter 5 (pages 55 59) of the Evidence Paper for more information Bristol County Court (which coversan area wider than the Bristol Unitary Authority Area)

26

27

28

21

3.2 headline action

D Accredited, quality advice and intervention for all housing agencies in the city (including encouraging new advice providers)
For additional supporting actions please refer to the Action Plan at the end of the Strategy.

3.3 headline action quality advice and intervention

The starting point for achieving quality advice and intervention will be a review of housing related advice provision in Bristol. This will lead to all advice services funded through the Community Investment Funding being commissioned. The review will tie into the work that Advice Centres for Avon are undertaking and also other reviews of advice and advocacy services being coordinated by the councils Adult Health and Care services (the Putting People First agenda) and the Equalities and Social Inclusion Section. This will help to identify and remedy any gaps in provision of housing related advice. Building on this, work will be undertaken to ensure efficient prevention and intervention services and that people get the right advice and information as early as possible. There will also be encouragement for new advice/information providers and work to establish the highest possible standards. In support of the headline action, the council in partnership will: I work to identify trends in types of housing enquiries and to target resources to identified issues I identify and encourage a customer base that includes households in less immediate need I identify and remedy issues that may hinder some groups and communities from accessing good quality advice and intervention services I work with the most vulnerable groups including young people and offenders to achieve the objectives of the Preventing Homelessness Strategy I aid eligible people to gain Housing Related Support to enable them to develop a pathway to independent living in line with the Supporting People Strategy Update 2009 A commissioning plan for this area of activity will be agreed. I work with advice agencies to get sign-up to an agreed standard of housing advice, including possible accreditation
I

signpost and refer customers to debt and money advice services to minimise the loss of home repossession and tenancy failure make use of Internet technology to provide accessible and comprehensive housing information, advice and intervention promote access to low cost affordable loans via Credit Unions and other Community Banking Services provide integrated advice, information and support services to Bristol households on energy issues help people to access aids and adaptations to enable them to live as independently as possible and evaluate the role of the local Home Improvement Agency.

22

chapter four healthy home, healthy you, healthy city

23

Theme Three Improve health through quality housing and places good housing is good for you and your community
Outcome 6: Ensure good quality homes with high energy efficiency, safety, minimum standards and effective management/upkeep. Outcome 7: Improve and maintain independence and inclusion by providing effective support eg for Disabled people and other potentially vulnerable groups.

4.1 quality housing and places

This Strategy recognises that housing quality and availability impacts upon health outcomes in a number of ways including: I general health and well-being 29 30 I levels of health inequality I household income I the ability to live independently and contribute to community life I levels of personal safety and community cohesion I health and safety risk factors. National and local research indicates that the cost to areas that have poor quality housing stock and local infrastructure is a tendency to have higher than average health problems including: I respiratory and heart problems I admissions to hospital due to falls. By tackling these issues the Strategy will align with the NHSs long-term goal to bring frontline services closer to the patients home and community.31 Additionally, the issue of energy efficiency and sustainability is becoming more prominent as global oil production is likely to reach a peak in the period 2010 2015.32 This will result in rising energy bills, which can be offset by ensuring high standards of building design and by providing resources to retrofit existing buildings.33 It is unlikely that Central Government funding for retrofitting will be forthcoming during the lifetime of this Strategy and so alternative sources of funding (as yet not identified) but good practice examples will be developed for new and existing housing in Bristol to show what is achievable in this area of activity. Investment in the energy efficiency of a home impacts on health, household expenditure and the environment. Investment and good levels of maintenance and repair will help to sustain healthy homes, people and communities. The extent to which extreme weather events, arising from the effects of climate change, may impact on the city including different types of housing (eg by age, design and location), are being explored by the citys Local Strategic Partnership.
24

A key component of a sustainable community is the extent to which disabled and vulnerable people are supported to lead independent and socially inclusive lives. Community sustainability and cohesion can also be supported by high levels of resident involvement in decision making over issues that involve that community. The Strategy aims to ensure that people are able to live in good quality homes and neighbourhoods and that they are able to live, as far as possible, independent and inclusive lives in cohesive communities. It makes sense from a value for money perspective to make homes for example safe and warm, this saves greater cost to the public purse further down the line dealing with the fall out form not acting.
29

The Joint Strategic Needs Assessment (JSNA) 2008 estimated a 9.3 year life expectancy gap between the ward with the lowest life expectancy (Southmead) and the ward with highest (Henleaze). See also Tackling Health Inequalities:2006 2008 Policy and Date Update p28 See NHS 2010 2015: From Good to Great.

30

31 32

See Building a positive future for Bristol after Peak Oil BCC (October 2009) Provisional 2009 figures show that an average standard credit electricity bill increased by 55 compared to 2008, to 460. Average direct debit and prepayment bills increased by 44 to 420 and 41 to 465 respectively. Provisional 2009 figures show an average standard credit gas bill has risen by 149 over average 2008 bills, to 719. Average direct debit bills increased by 124 to 649, and prepayment bills increased by 126 to 744. Source: Department of Energy and Climate Change

33

4.2 outcome six ensuring good quality homes

Bristol is committed to both reducing emissions of Carbon Dioxide (CO2) and making the city resilient to the impacts of climate change. This commitment is set out in the councils Corporate Plan 200811, in the Our City Ambitious Together theme and also in the 20:20 Plan. Key evidence I Energy saving measures have targeted older housing stock as this has the greatest potential for reducing carbon emissions.

Many of the properties built pre 1930 have no cavity walls and are therefore more difficult to insulate. Apart from the environmental costs involved, for many households poor energy efficiency translates into high fuel costs and fuel poverty. Increased use of water metering together with poor water use efficiency (including failure to make best use of rain and grey water) is likely to lead to instances of water poverty. Anticipated increases in extreme weather events, including prolonged periods of high temperature will require better building design for thermal comfort and to avoid increased energy use for air conditioning and electric fans. A report for the Bristol Partnership anticipating the effects of reducing levels of oil production noted that Further engagement with communities is required to undertake retrofitting of homes and reduce energy and water usage.34 Well insulated homes are also good for peoples health and their pockets.

Housing in an Ageing Society. This outlined the Governments response to the challenge arising from a long-term change in the demographic structure of our society. By 2026, it is anticipated that almost 50% of all households in the UK will be comprised of older people. The Strategy sets out the aims for achieving the types of homes that allow people to live independently. A related aim is to ensure that people live in places that enable all people to participate and thrive (Lifetime Neighbourhoods). In 2009, the Government published a Green Paper Shaping the Future of Care Together. The paper noted: We need services that will keep people independent and well for longer. They should also help people with ongoing care needs to continue living in their own homes, if this is what they want, and maintain their independence. One way of doing this is through better joined-up working between health, housing and social care services and between social care and the disability benefits system. To support these changes the council is working to provide: I self Directed Support (informing people about their personal care budget and enabling them to have direct control of this) I prevention and early intervention (providing support for people in their communities at an earlier stage to slow down or prevent the need for acute services) I universal Information (ensuring that all citizens in Bristol have access to information and advice to help them plan and prepare for their care needs, and to get help when needed) I building up infrastructure in local areas to create and sustain resources that can be readily accessed.
34

4.3 outcome seven improving and maintaining independence

A key factor in creating sustainable communities lies in ensuring that people who have traditionally been marginalised in society can be helped to live independent lives within the community35. For some, this will involve help in moving (from a vulnerable state) to full independence. For others, there may be a shortterm need due to some personal crisis, whilst others will have long term support needs. Approximately half of people over 65 years of age have a disability or limiting long-term illness and are high users of primary and secondary care and social care services. In 2007, the Government outlined its proposals for a major change in the way Adult Health and Social Care Services were to be delivered. Under the title of Putting People First, the change is targeted at ensuring that potentially vulnerable groups can enjoy the best quality of life and equality of independent living. Vulnerable groups identified by Putting People First include: I older people I people with chronic conditions I disabled people I people with mental health problems I people with learning difficulties. In 2008, the Government published Lifetime Homes, Lifetime Neighbourhoods A National Strategy for
25

Building a positive future for Bristol after Peak Oil Bristol Partnership (2009) p10 A key indicator here is Public Service Agreement (PSA) 16 Increase the proportion of socially excluded adults in settled accommodation and employment, education or training Socially excluded covers: care leavers; offenders; adults with learning difficulties; and persons with mental health issues. Targets for this group are included in Bristols Local Area Agreement.

35

Signing up to the new standard for disabled adaptations

There is still an information deficit about vulnerable older and disabled people. The Joint Strategic Needs Analysis (2008) noted that: We do not know the location of many of the most vulnerable in the city, particularly those who live alone. In the local surveys 6% of older people and 11% of disabled people said they had no social contact with family, friends, neighbours or caring professionals. We need a means to identify vulnerable people living in isolation.36 The council is working to adapt homes and provide support so that people can remain living independently rather than in more costly supported accommodation. However, the demand for adaptations has shown a year on year increase and there has been increasing pressure on budgets. Bristols Housing and Adaptations Service (HAS) received 4,424 referrals for adaptations in the year 2008/09 (a rise of 8% over the previous year). In the same year, 1,385 people were receiving a home care package. In addition, over 12,000 adults were receiving some form of support to enable them to live independently in their own home. The council is also moving to a joined up approach to service delivery, which connects housing and health and social care in commissioning services, on the basis of identified need. Another vulnerable group are homeless people. The Bristol Preventing Homelessness Strategy 2008 2013 sets out the key issues and the councils work in this area. The Strategy is supported by an Action Plan that is regularly updated to ensure that it maintains relevance to changing conditions.

4.5 headline action bristol housing quality and management standard

Good quality, appropriate housing is a fundamental requirement in a decent society and plays a key part in developing and maintaining sustainable, stable communities, and improving life chances by improving life expectancy and the quality of life of local residents. The council has a responsibility for seeking to ensure all homes meet a minimum standard. This includes private/commercial landlords, Registered Social Landlords (RSLs), the councils own housing stock and owner-occupiers. The minimum legal standard for all housing is that it must achieve the standards in the Housing, Health and Safety Rating System (HHSRS). To achieve and exceed this minimum, the council in partnership with RSLs, private landlords and owneroccupiers, will develop a Bristol Housing Quality and Management Standard. The Bristol Standard will include all aspects in and around the home, including state of repair, safety and security, heating, fuel efficiency and insulation, kitchens and bathrooms, management for properties, location and environment, suitability of the household, sustainability of the household, access to good quality social and economic services and affordability. Once the Bristol Standard has been agreed, two pilots will be established to target investment. These will be areas that we know have a high incidence of poor housing conditions, generally more deprived areas. The next stage will be to roll out the Standard to all deprived areas within the lifetime of this Strategy before implementing it across the city. The work would mean continuing to support and assist residents in the most value for money way possible (eg loans, unlocking their own resources) but also taking enforcement action where necessary, to deal with housing problems. This would also involve signposting those living in an area to services that they could be helped with. Key expected outcomes: I Increased life expectancy in deprived areas (reducing the nine year life expectancy gap between rich and poor areas of Bristol). I Improved quality of life for residents of Bristol. I Decreased cost of adaptations. I Decreased carbon footprint. I Better targeted investment and value for money.
26

4.4 headline action

E Roll out a new 'Bristol Housing Quality and Management Standard' for all properties across the city. Help all landlords to be good property managers
For additional supporting actions please refer to the Action Plan at the end of the Strategy.
36

Joint Strategic Needs Assessment

CHAPTER FIVE RESOURCES

5.1 Introduction

Public spending is forecast to fall in real terms over the period 2010/11 to 2012/13. This will impact on the Citys ability to meet the high level of affordable housing need identified in the SHMA, JSNA and other sources. Success in delivering the actions contained in this Strategy will depend on maximising available resources and using them in a targeted and creative (i.e. value for money) manner. This is in line with the Governments Total Place initiative which encourages Local Partners to look at how public money from national, regional and local public sectors come together in one place and how local public, private and voluntary organisations could work more effectively together on issues including housing and sustainability. The term Resources includes not just those funds channelled through Local Councils but also those made available by private landlords and owner-occupiers to improve their own property. Without these inputs, the quality of Bristols housing stock would decline. In order to bring on board these other resources this Strategy has been developed in partnership (e.g.Homes4Bristol Partnership see page 8). Partnerships, which are mutually beneficial, remove unnecessary overlap and get all partners to focus their efforts on the same actions to achieve added value. Improved quality of new housing development, together with improvements to existing stock represent value for money because it contributes to crime reduction, health and wellbeing, independent living for older and vulnerable people and improved energy efficiency. This chapter outlines current information on resources and considers the possible impacts of changes in available funding and resources. It is stressed that there are some areas where information is not as clear as is desired. 5.2 Neighbourhoods Capital Programme - General Fund

This funding enables the Council to undertake housing related work covering all housing tenures. The housing general fund element is described in more detail (below) Table 3 Housing General Fund Proposed Capital Expenditures37 ,000 2009/10 2010/11 2011/12 Strategic Housing Services 1,324 1,200 1,200 Private Sector Renewal 3,000 3,000 2,500 Very Sheltered Housing 277 224 0 Provision of Social Housing by RSLs 1,101 500 500 Total 5,702 4,924 4,200 As can be seen in Table 3 (above) capital expenditure is likely to fall by 18.2% (non inflation adjusted) starting in financial year 2011/12 and is likely to remain at this level for the remainder of the lifetime of this Strategy. This further underlines the need for efficient, effective and innovative ways of approaching housing need. Strategic Housing Services Services provided by Strategic Housing include: Housing Benefits; Bristol Housing Register; Welfare Rights & Advice; Homelessness and Commissioning.

37

As contained in report from Strategic Director (Resources) to Cabinet January 2010

27

Private Sector Improvement38 Over half (52%) of the General Funds capital budget for housing is geared to supporting the private sector. The councils objectives for the Private Sector are set out in policy statements and comprise of three key aims:

Housing that is warm, weatherproof and has reasonably modern facilities Residents who are well informed and feel safe in their homes and communities Housing that gives everyone quality and choice, taking into account peoples needs

The total capital budget available for 2009/10 was around 3.0million (m). This was divided into 0.95m specified capital grant for mandatory disabled facilities grant and 2.1m for all other private sector renewal activities including discretionary disabled adaptations work. In addition, Wessex Home Improvement Loans hold a capital loan pot that is ring-fenced for Bristol City Council private housing of 1.357m and this can only be accessed by referrals approved by Private Housing and Adaptations Service managers. External resources are available to enhance the programme through signposting to other schemes and partnership working. These include:

Utility funding through Energy Efficiency Commitment (EEC funding) Match funding from The Safer Bristol Partnership and Police Community Trust for the Safer Homes Van Service Government Warm Front Grants Handy person services supplied by Bristol Care and Repair from Supporting People funding Smoke Detectors fitted by Avon Fire and Rescue under the Brigades home safety checks

Very Sheltered Housing Very Sheltered Housing (VSH) is provided with the aim to keep older people living independently within their own homes, with any care and support they need coming directly to them. VSH is a relatively new model of housing provision in Bristol. The schemes were built in partnership with a number of providers and funding came from the sale of council owned shares in Bristol Airport. Ongoing funding for VSH services comes from Supporting People and the Councils General Fund. New Affordable Housing Affordable housing delivery has been funded in the following ways:

HCA (formerly Housing Corporation) social housing grant Private Finance to support housing association development Developer contributions through s106 agreements Council enabling grant of 1m pa

In addition, Bristol has been awarded 2.9m by the HCA (matched by the same amount in prudential borrowing) to build 76 Council Houses by 2011. Help for buyers

38

See Bristol City Council Private Housing Renewal Policy

28

Bristols housing partners have been active in encouraging sensible and sustainable home ownership including low cost home ownership and shared equity options. The Homes4Bristol Partnership now has a lender representative and will explore with them and other partners ways to remove unnecessary barriers to those who can afford to buy can be enabled to do so. 5.3 Supporting People

Funding for Supporting People in Bristol (now administered by the Councils Health and Social Care department) has reduced over the last few years and will continue to reduce from 27.0m in 2009/10 to 25.8m in 2010/11. At the same time, the Supporting People Grant (SPG) is no longer ring fenced and is incorporated within the Area Based Grant (ABG)39. This funding approach is designed to allow Local Authorities more flexibility and freedom to pursue local priorities. Successful outcomes will have to be achieved through more accurate identification of need; good interdepartmental inter agency working and effective joint commissioning. 5.4 Strategic Housing Revenue Budget

Based on forecasts published in January 2010, the Revenue Budget allocated to Strategic Housing for 2010/11 will be the same as the previous years base budget. The overall budget of 9.4m will go towards running a number of key housing services and does not include the capital expenditures outlined in Chapter 5.2 (above).

Net Revenue Budget Neighbourhoods General Fund Strategic Housing

Activity
Excludes Medium Term Financial Plan 500k benefits BPR and absorbing inflation

Base Budget 2009/2010 (Outturn prices) 000 (4) 601 2,575 288 (8) 203 1,703 474 3,440

Inflation

Other variations

000 (0) 16 39 10 1 2 79 5 54

000

Budget 2010/11 (Excluding capital charges) 000 (4) 617 2,614 298 (7) 205 1,772 479 3,490

Housing Association and other loans Housing Strategy and Commissioning Private Housing and Adaptations Rehousing Tenants Support Service Travellers Welfare Benefits Service Administration Welfare Benefits Service - Payments Housing Solutions

(10) (4)

Total Strategic Housing

9,272

206

(14)

9,464

Expenditure included in this budget include: staffing costs; homelessness prevention; loans and deposits; housing development work; setting policy for housing and support services and monitoring performance. Also covered, is the cost of running the Housing Benefit service. In the year ending 31st October 2009, the Housing Benefit service was dealing with 47,950 claims, a 9% increase in claims over the previous year. Housing Benefit is means tested with funding coming from Central Government. 5.5 Owner Occupiers and Private Landlords Own Resources

It is not known how much is being spent in improving their own home by owner-occupiers and by Private Landlords in the City. However, the improvement in some private housing conditions can be attributed to this. There is a danger that increasing levels of redundancy and job insecurity will
There is however a local commitment to ensuring that SPG spending levels for 2010/11 are maintained as set down by Government.
39

29

result in home owners delaying needed expenditure on their homes. Evidence from the Private Sector Stock Condition Survey indicated that there are significant numbers of properties that need improvement in the City. Nationally, household consumption on building maintenance (material and services) reached a peak of 3.93billion (bn) in the last quarter of 2007 and then fell continuously to 3.38bn in the first quarter of 2009, before showing a slight rise in the second quarter, followed by a further fall in the third quarter of the same year.40 5.6 Housing Association (RSL), Private Developer And Third Sector Resources

Private developers, Housing Associations, and Third Sector providers (e.g. charitable trusts) have a key role in resourcing new housing and housing related activity. The extent of current and anticipated resources is not known but as this Strategy develops the aim is to further develop this section on resources to cover this. The Credit Crunch has hit most sectors and proposals for private development has tailed off. Each of the Action Plan targets (page 40) includes a section on resources. 5.7 The Single Conversation

The Single Conversation is the way in which housing and regeneration agencies are engaging with the new Homes and Communities Agency. It is a Place Based approach that encompasses land, infrastructure, employment, health and education as well as housing and regeneration. It aims to produce popular, sustainable and mixed-use neighbourhoods through an investment plan. That engagement for Bristol is at the West of England sub regional level. Bristol and neighbouring Local Authorities working within the West of England Partnership, play a key role in ensuring the Single Conversation process is consistent with their housing, planning and economic priorities. In essence, the Single Conversation produces an investment and delivery plan for particular places. The local authority needs to ensure this complements its priorities in e.g. the BDF and this Housing Strategy. The HCA ensures the approach supports regional and national priorities. These include taking a place-based approach to development to ensure that new homes and communities are sustainable in terms of employment, transport, access to services, cohesion and the environment. The resultant plan is a compromise of these (not necessarily competing) priorities. In January 2010, the West of England Partnership set out its strategic case for investment. This stressed the need to prioritise investment in communities, homes and jobs to create:

Sustainable places in priority areas Economic prosperity for all Housing for everyone through support for affordable and supported housing, for intensification and renewal in suburban, and rural and market town locations, for Gypsies and Travellers and for capacity building and master planning.

The case identified three priority development locations for investment within Bristol:

Lockleaze (with Harry Stoke South Gloucestershire) Bristol Central Area including St Phillips

40

Source Consumer Trends Quarter 3 2009 ONS (p40)

30

South Bristol including: Knowle West Regeneration & Kingswear/Torpoint; Hengrove Park/Hartcliffe Campus

If agreed with the HCA and RDA, joint investment could result in upwards of 7,000 additional homes over the period 2011/2016. See the Single Conversation map at the end of this chapter. 5.8 Risks

A separate risk assessment has been undertaken for the Strategy. This sub-section outlines some of the assumptions on which the Strategy was developed each is open to challenge: That the national and local economy will start to recover in 2010 and will grow at a strong (compared to the first years of the century) and sustained rate for the lifetime of this Strategy 2. That Public Expenditure will not fall significantly below that laid out in the Chancellors PreBudget Report December 2009 and in the councils Medium Term Financial Plan for 2010/11 to 2012/1341 3. That Private Developers and builders will have the capacity and incentives to resume the long-term level of house building that was achieved prior to the recession 4. That the broad thrust of Government policy (not necessarily funding) on housing provision and related areas will not change significantly over the lifetime of the Strategy 5. That the problems associated with climate change effects will be gradual and not severe The Housing Strategys own risk assessment considers mitigation should these assumptions prove wrong. This Housing Strategy is designed to be flexible to cope with a large degree of change. 5.8.1 Economy 1.

Forecasts of economic growth are difficult; Table 4 below contrasts the Governments assessment against independent forecasts for economic growth: Table 4 Government and Independent Forecasts for GDP growth Forecaster 2009 2010 2011 2012 42 43 Government -4.8 1.25 1.75 3.25 3.75 3.25 3.75 Independent44* 1.2 2.0 2.3
*Represents an average of the independent forecasts

Unemployment was forecast to continue rising before peaking in early 201145. Continuing rises in unemployment are likely to result in an increase in households experiencing mortgage difficulties. Up until the end of 2009, the level of house repossessions had not been as large as had been feared. However, rising house prices may serve as an incentive for mortgage providers to take a tougher line on debtors. This would increase pressure on the social and private rented sectors as well as advice and intervention services. Rising house prices may serve to stimulate new private house building, which may reduce pressures on long-term house prices.

In February 2010 the Council was working on the assumption that reductions in central government grant would be in the range of 2 5%. 42 Source 2009 Pre Budget Report (Table A9) HM Government 43 th Figure represents initial ONS estimate for UK GDP 2009 issued 26 January 2010. See Statistical Bulletin: Gross Domestic Product 4th quarter 2009 44 Source HM Treasury Forecast for the UK Economy November 2009 45 At the start of January 2010 there were indications that overall unemployment might have started falling. See Office for National Statistics.

41

31

The potential threat of redundancy could lead to households delaying needed repair and maintenance works to their properties. This may result in a decline in the quality of stock in terms of its:

Ability to withstand severe weather effects Energy efficiency including CO2 emissions Public Expenditure

5.8.2

The Government set out its plans for public sector expenditure in the Pre Budget Report (December 2009). The Report forecast a rise in public expenditure of 2.2% in 2010/11 before falling to an average growth rate of 0.8% from 2011/12 to 2013/14. It is this latter rate of forecast growth that is problematic. Within the 0.8% increase, there will be some areas of expenditure that will be relatively unaffected (e.g. health and education), whilst other areas (including housing) will experience large cuts in their budgets. Early analysis46 indicated that non-protected departments (including housing) would experience an average 18% cut in investment expenditure over the period 2011/12 to 2013/14. The implication for housing is that during the year 2010/11 it is likely that partnership working will lead to more than 400 affordable homes being built. However, it is not certain that on current projections and ways of working, this could be sustained beyond this point. Current Government Expenditure Forecasts are based on GDP growth rates of in excess of 3% p.a. Failure to achieve these rates would result in further cuts in public sector investment, which would impact on this Strategys ability to achieve its objectives. The city council (and almost certainly other housing partners) are preparing for likely public spending cuts through scenario planning which anticipates different levels of reduction. 5.8.3 Private Developers And Builders

The ability of developers to undertake new projects is dependent on a number of factors: (i) (ii) (iii) (iv) (v) (vi) The availability of investment finance The state of the mortgage market in terms of availability, terms and interest rates Expectations over house prices Confidence (or lack of) about future employment prospects amongst prospective house buyers Unemployment levels i.e. high levels are likely to reduce the numbers of first time buyers The capacity of the building industry

At the end of 2009, forecasters were suggesting that there was unlikely to be a sustained increase in housebuilding in 201047. The Royal Institute of Chartered Surveyors (RICS) forecasts that credit availability is likely to remain weak. Savills Property Consultants suggested that average house prices in the South West were likely to fall by 2.8% in 2010, followed by a return to house price growth in the following years. They also cautioned against a major recovery in private development. 5.8.4 Government Policy

Bristols housing need for the next five years has been stated in the SHMA and in other reports such as the JSNA. Local responses such as those outlined in this Strategy and other strategies, are linked to current Government policy (which has been identified in this Strategy and in the
46 47

Source Institute for Fiscal studies Pre-Budget Report 2009 Source UK Economy & Property Market Chart Book December 2009 RICS

32

supporting Evidence Paper). A change in Government will not alter the levels of identified need but may lead to a different policy response, not just in housing, but also across health and adult care.

33

5.8.5 Climate Change Effects By its very nature predicting the gradient of climate change is difficult. Information from the BBC weather centre suggests that:

The decade of 1998-2007 is the warmest on record, The UKs top 10 warmest years on record (in order) are 2006, 2007, 2003, 2004, 2002, 2005, 1990, 1997, 1949 and 1999

In recent years, there have been a number of flooding events in the UK resulting from high levels of rainfall, which may be connected to climate change. These severe weather events have had major impacts on dwellings and on local services. Any repetition in Bristol would result in:

Damage to housing stock Displacement of households to forms of temporary accommodation

The costs arising from the impact of a local severe weather event, would further reduce Bristols capacity to invest in housing at a time when its finances will already be severely constrained.

34

This plan is a draft and work in progress - locations will inevitably change over time.

35

CHAPTER SIX IMPACT ASSESSMENTS

6.1 Introduction

Impact Assessments are undertaken to ensure that the potential impact of proposed new policies or strategies are fully considered and that where necessary additional actions are undertaken to mitigate negative impacts. During the consultation phase for this Housing Strategy, three Impact Assessments covering the environment, equalities groups and the health of Bristol citizens were undertaken. The findings are summarised below. 6.2 Environmental Impact Assessment

Bristol City Council is committed to improving the environment and helping to protect it for the future. It recognises that the provision of new housing and works to existing housing without consideration of mitigating actions, will have negative impacts upon the environment. In addition, it recognises that issues around energy sustainability and security may impact on plans to provide additional housing. This Housing Strategy has been developed to the principles contained in the Bristol Development Framework including the Sustainability Appraisal Update and the Sustainability Appraisal Update Annex 1. The Environmental Impact Assessment (Checklist) for the Housing Strategy concluded that: The significant impacts of this Strategy, are that the construction and refurbishment of housing will lead to emissions of climate changing gases, consumption of raw materials and creation of waste. To mitigate the impacts identified in this Strategy, all building developments will be undertaken under the principles contained in the Bristol Development Framework, which has been subject to Sustainability Appraisal and contains sustainability criteria that exceed and are in addition to minimum legal requirements. Proposals to improve the energy efficiency of the existing stock and bringing voids back into use, will lead to a net positive impact. The net effects of the proposals are that by building and refurbishing houses in accordance with this Strategy and the BDF, the effect (in comparison with what would happen in their absence) is positive. 6.3 Equalities Impact Assessment

AnEqualitiesImpactAssessment(EIA)looksatproposedorexistingpoliciesorstrategiestoidentify whateffectorlikelyeffect,theywillhaveondifferentgroupsinthecommunity.Itcanalsobethe processforanalysingtheimpactofaserviceorfunctionondifferentgroupsinthecommunity. EIAshelptoanticipateandidentifytheequalityconsequencesofpolicies,strategiesandservice delivery.ThisStrategysEIAwillbeused,asfaraspossible,toensureanynegativeconsequencesfor aparticulargrouporsectorofthecommunityareeliminated,minimisedorcounterbalancedby othermeasures. TheAssessmentconcludedthattheactionscontainedintheHousingStrategywerepotentially positiveforallequalitiesgroups.Equalitiesmonitoringwillbeanessentialpartoftheworkofthe StrategicHousingPartnership. 36

6.4

Health Impact Assessment

There is no statutory requirement to undertake a Health Impact Assessment (HIA) but a HIA was crucial in ensuring that Theme Three Healthy Home, Healthy You could be included as an achievable goal. The key driver for this Assessment was the Bristol Partnerships Healthy City Sub-Group. Comprised of members drawn from Bristol City Council, Bristol Primary Care Trust, the World Health Organisation and the Third Sector and led by Professor Marcus Grant, the HIA reflects how the original Draft Strategy would impact on the health of the Citys population. The full findings and suggestions contained in the HIA, plus how the Council responded, can be found on the BCC website.

37

CHAPTER SEVEN DELIVERY AND IMPLEMENTION ACTION PLAN

7.1 The Action Plan

The purpose of the Action Plan is to implement and deliver the Housing Strategy. The Housing Strategy cannot cover every aspect of housing in the City. If it tries to do everything, it will probably end up achieving very little. For this reason it must prioritise and its Action Plan reflects those priorities. All targets are either already quantifiable (Part One of the Action Plan), or a particular milestone needs to be achieved by a certain date (in Part Two). As the actions in Part Two are developed, quantifiable performance indicators will be established. For example Action 10 is to set up specific housing development vehicles for the City. The reasons for this are explained on page 18. However, until the project plans for the housing development vehicles are finalised, it will not be possible to specify the exact outputs and importantly, the effect that those outputs will have on the outcomes sought. Therefore, the Action Plan will continue to evolve as these actions solidify. This Action Plan will be tracked (monitored) by the Homes4Bristol Partnership, which helped develop this Strategy. Part of its ongoing role will be to meet regularly and consider Progress Reports on the Strategys Action Plan and ensure its being delivered. There will be an annual Performance Review. The Partnership will be able to adjust the Action Plan as circumstances change in that it will be a rolling document. That is, the period it covers can be rolled forward by a year every year this illustrates that the Housing Strategy is a living and not a static document. A newly established specialist performance team within the Councils Strategic Housing division will add its expertise to ensure our targets are SMART (i.e. Specific, Measurable, Achievable, Relevant and Time-bound). The process will also ensure that value for money is considered. As the precursor targets are developed the Action Plan will evolve and start to look quite different. To take another example - Action 14 is to tackle overcrowding (initially in social housing). As the project gathers pace, measurable targets will be developed to ensure progress is being made from the baseline. The Action Plan will be monitored using the following model (In the Loop)-

38

Governance of the Action Plan

Each of the five Big Idea actions will have a 'champion' on the Homes4Bristol (H4B) Executive who will be responsible for developing and being accountable for delivery of their action (not all in Year 1) H4B will produce an annual 'State of the Market' report which will be a report on the Outcome Measures and the Action Plan, as well as being an overview of housing 'market' change H4B will receive a half-yearly report on performance against Outcome Measures H4B will hold at least one annual Forum event to feed into the 'State of the Market' report and produce updated Action Plans and Outcome Measures H4B will take the Annual Report to both the Scrutiny Commission and the Bristol Partnership Commissioning Of Services

7.2

During the lifetime of the Strategy there will be increasing emphasis on developing commissioning plans based on the Strategy. Intelligent commissioning has the potential to use the public resources more effectively and efficiently (i.e. in a more value for money way). These commissioning plans will:

Be agreed by the Homes4Bristol Partnership or one of its nominated sub-groups Include 'market management' of those services not formally contracted to BCC (social landlords) through a new commissioning framework Expect all service providers (internal/external) will be expected to demonstrate how their business plans align to the Strategy

The programme of commissioning reviews is not yet decided but could include a further tranche of Very Sheltered Housing (on a shared equity basis). Other likely early candidates include commissioning of services around Pathways to homelessness, though the detail of this is likely to be in our Preventing Homelessness Strategy; also commissioning more floating support so more vulnerable people dont have to live in specialist housing to get support (Action 20) and finally the local Home Improvement Agency. As a partnership, Homes4Bristol already brings together representatives from Housing and Health, helping to ensure a joint approach to issues that go well beyond traditional bricks and mortar issues.

39

HOUSING STRATEGY ACTION PLAN

The large H symbol means the action is one of the five headline actions on page 6. These headline actions have a light blue background. The Action Plan is in two parts. Part One are the actions which are already hard, quantitative actions, Part Two are soft actions which will be developed into hard actions, as this Action Plan progresses through working with the Homes4Bristol Partnership. Outcomes (below) are the same as those overarching Outcomes listed on page 6 of the Strategy. The key to abbreviations used in the Action Plan is at the end. Outcomes:
1 2 3 4 5 6 7

Deliver the properties and tenures in shortage, ensure links to jobs, services and transport options Make best use of existing housing, including empty homes Contribute to sustainable and cohesive communities Provide advice and intervention across agencies to prevent crisis, increase choice and access Improve housing offer to better meet a range of housing needs Ensure good quality homes with high energy efficiency, safety, minimum standards and effective management / upkeep Improve and maintain independence and inclusion by providing effective support e.g. for Disabled people and other potentially vulnerable groups

Note on resources it is recognised that some funding streams will reduce (e.g. General Fund) and some are hard to quantify (e.g. owner occupiers own funds). This Action Plan gives exact amounts where this can be done. Otherwise it indicates the broad areas funding is likely to come from. As the actions are developed and delivered value for money through partnership and leverage will be explored.

40

PART ONE
Note on resources it is recognised that some resources may reduce and some are hard to quantify. This HS gives exacts amounts where we can

2014/15 2013/14 2012/13 2011/12 2010/11

No

Outcomes

Action for BCC and Partners

Deliver 2,000 high quality, sustainable and affordable homes between April 2010 to March 2015

BCC Lead
Tim Southall Affordable Housing Delivery

Other Key Partners

RSLs Developers HCA HomesWest BCC Landlord

Measurement & Resources

Measure NI 155: Number of affordable homes delivered (gross). HCA BCC General Fund S106 Housing Contribution RSL own funds Prudential borrowing (BCC) KL281 Private sector dwellings returned into occupation Summit held Jan 2010 to develop best practice BCC General Fund est. 140k per year Private Owners own resources Social Landlords own resources Number of loans completed Wessex Reinvestment Trust who manage BCC General Fund (Capital) of 150k per year Other lenders tbc Develop a consistent approach to under occupation across all social housing landlords by August 2010 establish ongoing targets CLG 47k Social Landlords own resources

1.

1,3, 6

2,000 by Mar 2015

H A
2. 2,3

H B
3. 3, 4, 6 4. 3,4,5,7

Through a range of interventions, bring back into use a minimum of 2,000 empty properties between April 2010 to March 2015

Tom Gilchrist Private Sector Housing

Private Landlords BCC Landlord RSLs

2,000 by Mar 2015

Use loans to assist Private Owners (new & existing) to refurbish their homes to meet the Decent Homes Standard and other priorities e.g. reduce overcrowding Incentivise 10 households underoccupying larger (4+ bedrooms) social housing properties to move to smaller dwellings (link to Action 18). Use resulting vacancies for overcrowded households by July 2010.

Tom Gilchrist Private Sector Housing (Housing) Sue Long Housing Solutions

Wessex Reinvestment Trust Lenders BCC Landlord RSLs

32 10 by Jul 2010

35

37

40

41

2014/15 2013/14 2012/13 2011/12 2010/11

No

Outcomes

Action for BCC and Partners

Deliver to meet identified accommodation need for 24 pitches for Gypsies and Travellers and 8 pitches for Travelling Showmen by 2016, as per the Gypsy and Traveller Accommodation Assessment Bristols Housing Benefit performance to be in the top quartile for both accuracy in processing and claim processing times

BCC Lead
BCC Planning

Other Key Partners

Gypsy and Traveller Team

Measurement & Resources

Locally measured HCA and Govt resources. Possibly Council land.

5.

1,3,5,7

32 pitches

6.

Paul Sherwood Housing Benefits

Benefits Agency All Landlords

NI 181 No. of days taken to process HB and CTB BCC is agent for central govt 19 18 15 14 14

7.

3,4,5,7

Deliver an adequate supply of permanent accommodation for households receiving housing support in temporary housing. Deliver a Pathways commissioning plan to prevent homelessness /repeat homelessness and maximise independence

Richard Nochar Housing Solutions Carmel Brogan Commissioning & Performance

BCC Health & Social Care BCC Landlord RSLs

8.

1,3,5,6,7

Achieve the target of delivering 600 flats of Very Sheltered (extra care) Housing citywide by 2011

David Cottam Health & Social Care

RSLs Charities HCA BCC General Fund

NI 141 % of those receiving SP services who move on in a planned way NI 142 % of vulnerable people who are supported to maintain independent living NI 143 Offenders under probation supervision living in settled & suitable accommodation at the end of their order or licence NI 147 Care leavers in suitable accommodation NI156 No. of households living in temporary accommodation SP funding KL 282 Provide more Very Sheltered properties across the City Final 61 flats HCA funds BCC General Fund RSL own resources

75%

76% Dec 2011

42

PART TWO
2014/15 2013/14 2012/13 End of 2012 2011/12 2010/11 No Outcomes Action for BCC and partners
Build an exemplar green new build housing scheme in one of the Single Conversation Priority Areas

BCC Lead
Tim Bruce Landlord Services or Tim Southall Affordable Housing Delivery Nick Hooper Strategic Housing

Other Key Partners

RSLs HCA Developers

Measurement & Resources

Still looking for partners for this scheme.

9.

1,3,5,6

10.

1,3,6

11.

4,5

12.

4,5,6

By 2012 establish vehicle/s to maximise high quality, affordable and sustainable housing as part of the Knowle West Regeneration Framework & other housing development schemes. Could include Local Housing Company and /or Community Land Trust/s. Establish a lettings agency of private landlords who will let to would be social housing tenants; market research the option of extending the Home Choice Bristol website as advertising for these private landlords Increase the supply of purpose built private rented accommodation through the Homes & Communities Agencys (HCA) work with investors Encourage all social landlords in Bristol to let their properties on a flexible tenure basis

BCC Planning Private sector partner

50% private investment 50% BCC investment from land

June 2012

Tom Gilchrist Private Sector Hsg Sue Long Homes Choice Bristol Tim Southall Affordable Housing Delivery Abbe Hayward Strategy & Commissioning

Private landlords

Assess business models by June 2011, if workable, implement by June 2012 BCC General Fund Private landlords own funds Timescale and target to be agreed with HCA Institutional investment e.g. pension funds Agreement in principle by end of 2011; implementation by 2012

1 1 .

June 2111

June 2012

HCA Pension funds RSLs BHP/RSLs BCC Landlord

1 tbc

13.

1,2,3,4,5

Implement Dec 2012

Agree Dec 2011

43

2014/15 2013/14 2012/13 2011/12 2010/11

No

Outcomes

Action for BCC and partners

Carry out a review of housing related advice, intervention and prevention in the City; link into existing reviews. Then, establish an umbrella standard in getting people the right advice and intervention as early as possible. Encourage new advice/info providers through accreditation

BCC Lead
Richard Nochar Housing Solutions

Other Key Partners

Advice Centres for Avon BCC Health & Social Care BCC Landlord BCC Customer Services BCC Private Sector Hsg RSLs New providers tbc TSA BCC Landlord Services RSLs/BHP BCC Health & Social Care NHS

Measurement & Resources

NH402 Number of homeless households helped by Housing Advice Service (per 1,000 households) st 1 step a review to be set up to audit the as is and recommended to be by July 2010 Existing resources but more emphasis on front end prevention NI 124 People with a long-term condition supported to be independent & in control of their condition NI 136 People supported to live independently thru social services (all adults) NI 141 % of vulnerable people achieving independent living NI 142 % of vulnerable people who are supported to maintain independent living Complete the Home Adaptation Service/ Independent Living Service review to improve the customer experience thruout the home adaptation process TSA Grant 15K Social landlords 6K

14.

3,4,5

H D
15. 4,5,7

July 2010

Maximise resources and reduce waiting times in the delivery of aids and adaptations to vulnerable people (more quantifiable targets to be developed by Sept 2010)

Tom Gilchrist Private Sector Hsg

Sept 2010

44

2014/15 2013/14 2012/13 2011/12 2010/11

No

Outcomes

Action for BCC and partners

Develop a new 'Bristol Housing Quality And Management Standard' for all properties across the City

BCC Lead
Tom Gilchrist Private Sector Hsg and Tim Bruce BCC Landlord RSLs

Other Key Partners

BCC Landlord Private landlords Bristol home owners

Measurement & Resources

NI120Allageallcause mortalityrate Commence pilot of 2 deprived areas by Sept 2011; all deprived areas by Mar 2015 and whole city by 2030. NI 186 Per capita reduction in CO2 emissions in the LA area NI 187 Tackling Fuel poverty BCC General Fund (inc. Wessex recycled loans to private owners) Social Landlord own resources Private landlord & owner occupiers own resources

16.

2,3,4,5,6

H E

All deprived areas Mar 2015

Pilots Sept 2011

16a.

3,4,7

Establish standards for all landlords to welcome tenants to their new home and locality. This initiative will include standards for making Black and Minority Ethnic households welcome to new areas

Tom Gilchrist Private Sector Hsg

BCC Landlord RSLs Private landlords

NI 1 % of people who believe people from different backgrounds get on well together in their local area. Protocol to be established by Sept 2010, part of info pack for accredited private landlords Existing BCC General Fund RSL resources Private landlord own resources NI186 Per capita reduction in CO2 emissions in the LA area

Dec 2010

16b.

2, 6

Develop an exemplar, retrofit scheme for a group of existing properties. This will build on expertise from Home Action Zones and link to the HQ&MS.

Tom Gilchrist Private Sector Hsg

Homeowners

TBC

45

2014/15 2013/14 2012/13 2011/12 2010/11

No

Outcomes

Action for BCC and partners

Develop a pilot in area/s of the City where housing development, lettings and other levers can be used to better balance housing tenure and housing/income mix. Precise area/s to be agreed after consultation.

BCC Lead
Kevin Mulvenna Policy & Partnerships

Other Key Partners

RSLs Developers HCA HomesWest BCC Landlord BCC Planning

Measurement & Resources

1 step a Project Plan to be developed by March 2011 Existing resources from key agencies listed
st

17.

1,3,4,6

H C
18. 3,4,5,7

March 2011

Work with BCC Landlord Services and RSLs to achieve a continuous reduction in the level of overcrowding in the City initially in social housing (link to Action 4)

Sue Long Paul Sylvester Housing Solutions

BCC Landlord RSLs

19.

3,4,6

For the duration of the Strategy, work to increase the number of properties with increased insulation measures installed as a result of intervention by the Council or its partners (continuous improvement)

Tom Gilchrist Private Sector Hsg and Tim Bruce BCC Landlord RSLs

BCC Landlord Private landlords Bristol home owners

NI 116 Proportion of children in poverty An Overcrowding Pathfinder Action Plan has been adopted, all targets from that will be complete by June 2010 GLG Grant 48K & existing budgets NI120Allageallcause mortalityrate48 NI 187 Tackling Fuel poverty NI 137 Healthy life expectancy at age 65 PH111 Number of successful referrals of older people to the Warm Front Scheme Establish targets for lifetime of HS by Sept 2010; Link delivery to action 12 above. Council Funds Govt. grant 548K Leverage of Warm Front and utility company funds tbc.

June 2010 1 9 . Sept 2010

Also NHS Vital Signs (VS) VS 8 All age all cause mortality rate per 100,000 population (females) VS 9 All age all cause mortality rate per 100,000 population (males)

48

46

2014/15 2013/14 2012/13 2011/12 2010/11

No

Outcomes

Action for BCC and partners

BCC Lead

Other Key Partners

Measurement & Resources

20.

3,4,5,7

Increase the number of vulnerable people who receive housing support in mainstream housing who achieve independent living (Baseline and definitions to be confirmed, various NIs in this area, seeking continuous improvement)

David Cottam Supporting People Carmel Brogan Commissioning & Performance

BCC Health & Social Care BSHF BCC Landlord RSLs

NI 124 People with a long-term condition, supported to be independent & in control of their condition NI 141 % of vulnerable people achieving independent living NI 142 % of vulnerable people who are supported to maintain independent living NI 145 Adults with learning disabilities in settled accommodation NI 147 Care leavers in suitable accommodation Review how more support can be switched from accommodation based to floating support by date tbc 49 SP funding

tbc 2tb0.tbc

For more detail on organisations and terms see Housing Strategy Glossaries

Key to abbreviations: BCC = Bristol City Council; BHP = Bristol Housing Partnership; BSHF = Bristol Supported Housing Forum; CTB = Council Tax
Benefit; DOH = Dept of Health; HB = Housing Benefit; HCA = Homes & Communities Agency; KL = Key Local Performance Indicator; NH = Neighbourhoods Departmental Indicator; NI = National Performance Indicator; PH = Public Health; RSL = Registered Social Landlord (AKA Housing Association); SP = Supporting People; S106 = Section 106; tbc = to be confirmed; TSA = Tenants Services Authority.

49

Also NHS VS 27 Adults (aged 18 and over) assisted to live independently

47

APPENDIX I Contents of supporting evidence paper The supporting evidence paper is designed to provide the contextual information that lay behind the themes and outcomes contained in the Housing Strategy. It sets out: The strategic context on which Strategy is based The demographic information which was available at the time An analysis of Bristols housing situation in early 2010

Chapter One Introduction Chapter Two The Strategic Context Introduction The National Context The Regional Context The South West Region The West of England Sub-Region The Bristol Context The 20:20 plan Bristols Sustainable Community Strategy The Local Area Agreement The Bristol Development Framework Our City The Councils Corporate Strategy Other Strategies The Economy Chapter Three Demography Introduction Population Growth Future Levels of Population and Household Growth Age Profile Children and Young People Young Adults Older Citizens Black and Minority Ethnic Communities Gender Disability Lesbian, Gay, Bisexual Gypsies and Travellers Migration Ex-Offenders Domestic Violence and Abuse Learning difficulties Mental health Chapter Four Right Type, Price and Place Introduction The issues The Right Type Bristols Housing Stock The Housing Mix Bristols Housing Stock Council Tax Bands Bristols Housing Stock Tenure The Private Sector 48

Owner Occupation Bristols Private Rented Sector Empty Homes Bristols Social Housing Bristols Housing Stock Age and Condition Building the right types? The right type of housing for health and disability The right type of housing for energy efficiency and the environment Energy Environment climate change Increasing expectations for housing The Right Price Affordability Now And In The Future Market prices Market rents House prices and earnings The right price looking to the future Building affordable housing in Bristol recent performance and projections The Right Place The Importance of Place The right place deprivation Place where to build Managing places Chapter Five Advice, Repossessions and Inclusion Advice Third Sector Advice Services Council provided housing advice services Mortgage Repossessions What next for housing advice in Bristol Financial Inclusion

49

APPENDIX II Membership of the Homes4Bristol Partnership Interests/Agencies represented on the Homes4Bristol Partnership: Social Landlords Bristol Housing Partnership Homes and Communities Agency Bristol City Council Strategic Housing Private Developers Linden Homes Advice Agencies Advice Centres for Avon Health Agencies Bristol PCT Supported Housing Bristol Supported Housing Forum Private Rented Sector National Landlords Association Bristol City Council Planning Lenders Lloyds TSB Business West Government Office South West

50

GLOSSARIES GLOSSARY I - TERMS USED Term

Affordable Housing Bed and Breakfast or B&B BHP BME Bristol Housing Register

Description
Housing at a price below private market prices, which includes social rented housing and for example, Shared Ownership. Temporary housing, usually not self contained, often used for (but not ideally suitable for) homeless people. Bristol Housing Partnership A partnership of all the major social landlords (inc. Housing Associations) operating in Bristol & the City Council. Black and Minority Ethnic Sometimes called waiting list. The register through which households apply for social housing owned by the City Council and all the major Housing Associations in the City. The citywide, high level, statutory, Local Strategic Partnership for Bristol, made up of representatives from the public, private, business and voluntary sectors. Bristol Supported Housing Forum, a partnership of many of the Housing Associations and voluntary organisations providing supported housing and floating support. Loans/mortgages to buy property to rent out. Known as Home Choice Bristol, this system allows applicants on the Housing Register to bid for vacant Council and Housing Association properties on the Bristol Council website. A group of 2,000 Bristol residents selected to reflect the age, gender, and ethnicity etc. profile of the City, who are asked to comment on issues affecting Bristol. The aim of the Code is to improve the overall sustainability of new homes by setting a single national standard within which the home building industry can design and construct homes to higher environmental standards. Also providing new homebuyers with better information about the environmental impact of their new home and its potential running costs. Promoting cohesive communities where there is a sense of belonging, different backgrounds are appreciated and there are positive relationships within the community. Sets out the overarching strategy for Council services in Bristol. A state benefit administered by Local Authorities to pay all or part of the cost of Council Tax for those on low incomes. A standard that all social housing must meet by 2010. It includes energy efficiency and central heating, the age of kitchen and bathroom furnishings etc. Councils must also aim to ensure that private housing lived in by vulnerable households is brought up to the same standard. 51

Bristol Partnership BSHF Buy-to-Let Choice Based Lettings (CBL)

Citizens Panel Code for Sustainable Homes

Community Cohesion Corporate Plan (Our City) CTB = Council Tax Benefit Decent Homes

Term
Disabled Facilities Grant Duty to Involve

Description
A grant towards the cost of providing adaptations and facilities to enable a disabled person to continue to live in their own home. The Duty requires authorities to take those steps they consider appropriate to involve representatives of local persons in the exercise of any of their functions, where they consider that it is appropriate to do so. It specifies the three ways of involving that need to be covered in this consideration: Providing information about the exercise of the particular function Consulting about the exercise of the particular function Involving in another way A review of the effect of an action or policy on equalities communities. This support is preventative, linked to enabling users to maintain or regain independence in their accommodation. Floating Support is not tied to the accommodation; it is delivered to users in their own homes and is tied to an individual. The support can be provided irrespective of the landlord (subject to funding constraints). Government Office for the South West Regional branch of Government, which oversees Government Policy, including housing for the region. A state benefit administered by Local Authorities to pay all or part of the cost of rented housing for those on low incomes. See page 30 Bristols Strategic Housing Partnership. Responsible on behalf of the Bristol Partnership for the development and implementation of Housing Strategy. Accountable to the Bristol Partnership. A house that is occupied by three or more unrelated persons, who do not form a single household. Housing authorities must ensure that suitable accommodation is available for people who have priority need, if they are eligible for assistance and are unintentionally homeless. This is known as the main Homelessness Duty. The housing authority can provide accommodation in their own stock or arrange for it to be provided by another landlord, for example, a Housing Association or a landlord in the Private Rented Sector. A market area can be defined, in simple terms, as the geographic area within which the majority of households move, live and work. Support services that are provided for the purpose of developing that persons capacity to live independently in accommodation or sustaining their capacity to do so. Housing which is above affordable rents but below Open Market rent or purchase. This includes various forms of 52

Equalities Impact Assessment (EQIA) Floating Support

GOSW HB = Housing Benefit HCA = Homes and Communities Agency H4B Homes4Bristol

HMO Homelessness duty

Housing Market Area Housing Support Intermediate Housing

Term
Lifetime Homes

Description
Shared Ownership housing. Lifetime Homes is a set of 16 design features that together create a flexible blue print for accessible and adaptable housing in any setting. The Lifetime Homes concept aims to increase choice, independence and longevity of tenure, which is vital to individual and community well being. A 3-year agreement between Central Government and a local area. The Agreement sets out priority issues for local action and what partners will deliver. Local Housing Allowance is a new way of calculating and paying Housing Benefit for people who rent from a private landlord. A Local Authority created company in which the authority and private sector organizations each have a share. The combination of Local Authority land assets and private sector investment can enhance abilities to build new homes and communities. Peak Oil describes the point at which the amount of oil produced globally in a single year reaches its absolute maximum. From this point onwards, oil will still be produced but at a lesser volume. After peaking, oil production will ultimately go into decline. Estimates on the timing of this vary. There is, however, a growing consensus that the era of cheap oil is over, and that an oil crunch in the next decade is likely. The consequences of constrained supply are likely to be severe and disruptive. Means of measuring performance, NI = National Indicator, all local Councils use these and KL = Key Local are unique to Bristol. A joint venture company that could be formed by the Council and a Private Sector partner to undertake development as a way of delivering more homes. Registered Social Landlords are Government-funded not-for-profit organisations that provide affordable housing. They include Housing Associations, Trusts and Cooperatives. They work with Local Authorities to provide homes for people meeting the affordable homes criteria. As well as developing land and building homes, RSLs undertake a landlord function by maintaining properties and collecting rent. The Regional Planning Document, which incorporates a Regional Transport Strategy and provides a broad development strategy for the region for a 15 to 20 year period. The RSS also informs the preparation of Local Development Documents, Local Transport Plans and regional and sub-regional strategies and programmes. These agreements are a way of delivering or addressing matters that are necessary to make a development acceptable in planning terms. They are used to support the provision of services and infrastructure, such as highways, recreational facilities, education, health and 53

Local Area Agreement (LAA) Local Housing Allowance Local Housing Company

Peak Oil

PI = Performance Indicator Regeneration and Development Company Registered Social Landlords (RSLs)

Regional Spatial Strategy (RSS)

Section 106 (S106)

Term
Strategic Housing Market Assessment (SHMA)

Description
affordable housing. Strategic Housing Market Assessments (SHMAs) are cross-boundary studies of the operation of Housing Market Areas. Planning Policy Statement 3 (Housing) requires Local Authorities to undertake Strategic Housing Market Assessments as part of the evidence base required to inform Local Development Framework Core Strategies and the development of planning and housing policy. A Strategic Housing Market Assessment is not policy itself and is not intended to give definitive estimates of housing need and demand. A SHMA should be a fit for purpose basis for developing housing and planning policies, by considering the characteristics of the housing market, how key factors work together, and the probable scale of change in housing need and demand. The SHP for Bristol is Homes4Bristol A funding stream which pays for housing related support: offers vulnerable people the opportunity to improve their quality of life by providing a stable environment that enables greater independence. Supporting People is a working partnership of local government, service users and support agencies. Places where people want to live and work, now and in the future. They meet the needs of existing and future residents, are sensitive to their environment and contribute to a high quality of life. They are safe and inclusive, well planned, built and run, and offer equality of opportunity and good services for all. See glossary II The TSA was launched in December 2008, having taken over the regulatory powers of the Housing Corporation. Their goal is to work with landlords and tenants to improve services for existing and prospective tenants. A person has a priority need for accommodation if he or she is vulnerable as a result of: i) Old age; ii) Mental illness or learning difficulty (mental handicap) or physical disability; iii) Having been looked after, accommodated or fostered and is aged 21 or more; iv) Having been a member of Her Majestys regular naval, military or air forces; v) Having been in custody or detention; vi) Ceasing to occupy accommodation because of violence from another person or threats of violence from another person which are likely to be carried out; or vii) Any other special reason. (Homelessness 54

Strategic Housing Partnership (SHP) Supporting People (SP) Programme

Sustainable Communities

Sustainable Community Strategy (SCS) Tenant Services Authority (TSA)

Vulnerable Persons

Term

Description
Guidance for Local Authorities p85)

55

GLOSSARY II KEY LOCAL PLANS AND STRATEGIES Strategy Description

20:20 Plan Bristols Sustainable City Strategy Sets out the vision of the Bristol Partnership for Bristol of being a top 20 European city in 10 years time and 4 key objectives for achieving this: Making our prosperity sustainable Raising the aspirations of our children, young people and families Reducing health and wealth inequalities Creating strong and safe communities (see Bristol Partnership above) The Plan shows how the council wishes to engage with all affordable housing providers (RSLs and private developers) and identifies how the Council intends to scrutinise new applications for investment. Updated in 2009 to support the BDF (see below). Aims to identify and respond to locally established priorities for tackling anti-social behaviour, whilst reinforcing the benefits of partnership approaches and the responsibilities of all partners to make this happen. A suite of planning documents to guide development decisions in the City over a 20-year period. Contains a set of very specific targets for advancing the priorities of the City. The targets are contained in four categories: Designated; Local; Statutory Education and Early Years; Reward. Sets out an ambitious plan over the next 20 years for ensuring that people have access to good quality parks and green spaces of different types, close to where they live. A key component of ensuring that communities can be sustainable and healthy. This Strategy sits alongside the Housing Strategy and sets out the Councils work in partnership to prevent and reduce homelessness. Sets out the vision for how people with learning difficulties will be in control of their support, so they can live full lives in their community. Give information about services that are available and plan for what people with learning difficulties will need in the future. A strategic three-year document for Council services produced by Bristol City Council and written for our customers, staff and partners. It sets out the key challenges the Council faces and how they will be met. Sets out a developing vision of what the Council and its partners intend to do to improve the quality of life for people over 50 in Bristol. The aim is to promote the well-being of older people and support them to achieve their life choices. The current Plan will run until 2010/11. The new plan will emphasize sustainability through: Reducing carbon emissions 56

Affordable Housing Delivery Plan

Anti Social Behaviour Strategy

Bristol Development Framework Bristols Local Area Agreement 2008 2011 Bristols Parks and Green Spaces Strategy 2008

Bristol Preventing Homeless Strategy 2008 - 13 Buying Services for People with Learning Difficulties 2008 - 2011

Corporate Plan 2008-11

Improving the Quality of Life of Older People in Bristol 2007 - 10

Joint Local Transport Plan

Strategy

Description
Supporting economic growth Promoting equality of opportunity Contributing to better safety, security and health Improving quality of life and a healthy natural environment First produced in April 2009 and subsequently updated the Action Plan sets out a series of measures designed to reduce the economic and social impacts of the recession. This summary of Bristol City Council's budget provides an overview of the revenue and capital plans for 2009/10. It sets out the approved revenue budget and capital programmes for each of the Council's Directorates together with some summary and general information. The Plan outlines the problems associated with crime, community safety and drugs and the key actions that will be taken to address them. Published by the Councils Climate Change Select Committee in 2008, the reports main focus was on reducing the Councils energy consumption and the Citys emissions of the chief greenhouse gas Carbon dioxide (CO2). The report set out a number of recommendations. Cabinet considered the report in November 2008 and this resulted in a detailed response, together with a series of agreed actions.

Recession Action Plan

Revenue Budget 2009/10 and Capital Programme

Safer Bristol Partnership Plan 2009 2012 Time for Action

57

GLOSSARY III - KEY NATIONAL POLICY DRIVERS FOR STRATEGIC HOUSING POLICY DRIVER
Sustainable Communities: Homes for all (2005)

AIMS
This set out the Governments five-year plan for housing. Key priorities arising were:

To increase the supply of both affordable and market housing to better balance the supply of, and demand for homes The promotion of home ownership opportunities, particularly to social tenants and others on low to middle incomes Improving the quality of housing Encouraging the development of thriving, mixed communities Reducing the high levels of homelessness experienced throughout the country

White Paper for Local Government (2006)

The Paper set out a vision of revitalised local authorities working with their partners, to reshape public services around the citizens and communities that use them. Central to the Governments plan is empowering citizens to influence how local services are planned and delivered to them. In other words, a bottom-up approach to planning and delivering services, which is very much reflected in the Councils approach to Neighbourhood Partnership working. This set out the importance of high-quality, mixed tenure housing delivery and place shaping, to deliver places where people want to live and work. It also emphasised the need to identify land supply and the use of brownfield land, and a need for sustainable development and appropriate infrastructure. This review asked a number of questions about how social housing can help to create genuinely mixed communities; how social mobility and employment opportunities can be encouraged and how social housing can be more responsive to changing needs and enable greater geographical mobility. The review suggested that further debate is needed on many aspects of social housing, particularly to support income mix within communities and offer a more varied menu of housing options to existing and prospective tenants. Looks at how the regulatory system for social housing could be reformed to:

Planning Policy Statement 3 (2006)

Hills Review (2007)

Cave Review (2007)

Ensure continued provision of high quality social housing Empower and protect tenants Expand the availability of choice of provider at all levels in the provision of social housing

The Report recommended the creation of a new regulatory body for social housing the Tenant Services Authority. Green Paper Homes for the future: more affordable, more sustainable (2007) Sets out proposals to increase the supply of housing with particular emphasis on design and environmental standards; an increase in the proportion of affordable rented and shared ownership properties and supporting infrastructure. It encouraged Councils 58

POLICY DRIVER

AIMS
to: grant planning permissions swiftly and flexibly; to identify suitable sites to be built on surplus Government land and other brownfield sites wherever possible, and to reduce the number of long-term empty properties. It stressed that new developments should be in mixed communities with access to good local amenities and green spaces. New homes should also be more energy and water efficient. It proposed that planning gain might be used to secure infrastructure investments. In relation to social housing, it recognised the progress that has been made in improving the existing social housing stock through Decent Homes programmes and it sought to shift the emphasis toward to increasing the supply of affordable housing and, in particular, the supply of family housing. It set out new ways for local authorities to develop housing and further opportunities for affordable ownership developments.

Putting People First (2007)

A Government initiative that aims to ensure that older people, people with chronic conditions, disabled people and people with mental health problems have the best possible quality of life recognizing that equality of independent living is fundamental to a socially just society. It aims to deliver the commitments set out in the 2007 Housing Green Paper (see page 57). It established the new Homes and Communities Agency, which merged the Housing Corporation and the Government's Regeneration Agency, English Partnerships. It will focus on delivering more new and affordable homes across all tenures and will drive investment in regeneration. It makes rating against the Code for Sustainable Homes mandatory for new homes, in line with the Governments Climate Change agenda. This sets out measures to enable older people to remain in their own homes, to ensure that these homes are of a high standard, warm, suited to peoples needs and situated in safe and inclusive neighbourhoods. It is premised on the recognition that the design of new homes and neighbourhoods must change now, in order to meet forecasted housing and social care needs in the years and decades to come. New housing developments must be designed to meet these needs. This means not only adapting homes as older peoples needs change with age, but also designing homes to be adaptable. Similarly, neighbourhoods must be designed with residents of all ages and abilities in mind and offer services and amenities, which are accessible to all. More (mainstream and specialised) housing choices must be opened to older people, alongside better advice services to facilitate informed choices.

The Housing and Regeneration Bill (2008)

Lifetime Homes, Lifetime Neighbourhoods: A National Strategy for Housing an Ageing Society (2008)

Homes and Community Agency (2008)

The HCA is the national housing and regeneration agency for England. Its role is to create thriving communities and affordable homes. It will focus on delivering more new and affordable homes across all tenures and will drive investment in regeneration. The Agency is a key partner for the Council. The TSA will have strong regulatory powers over all Registered Social Landlords. These powers will first be exercised over 59

The Tenant Services Authority (2008)

POLICY DRIVER
Comprehensive Area Assessment

AIMS
Housing Associations and then over all English Local Authority Housing. Comprehensive Area Assessment (CAA) is a new approach that examines how effectively local public services are performing and improving the lives of the people they serve. Assessments will provide a snapshot of each area, and will act as a catalyst for improvement by identifying where more effort is needed or where exceptional improvement may help others learn. Key questions for assessment will include:

How healthy and well supported are people? How environmentally sustainable is the area? How strong and cohesive are local communities? How well is housing need met?

World Class Places: The Governments Strategy for improving quality of place (2009)

This Strategy lays out why and how quality of place matters. It outlines the practical steps the Government will be taking to build on the achievements of recent years and do more to create prosperous, attractive, distinctive, inclusive and sustainable world class places.

60