Salford City Council
Corporate Housing Strategy
2001/2005
First Supplementary Update
July 2002
Draft for consultation
Executive Summary
The Future for Housing in Salford
Each year the Housing Services Directorate produces a Housing Strategy or an updated supplement to that Strategy
for all housing in the City. It also produces a Business Plan for council owned housing.
Local people are involved in developing and commenting on the content of this strategy and our tenants are
consulted on the Business Plan.
The Business Plan for Council Stock is a vital part of the overall strategy so it is important also that Local People and
Partners are aware of what it contains and can also comment upon it. It is produced as a separate document and
should be read in conjunction with this strategy.
This is our year 2002 annual update of the Main Strategy Document produced in 2001. We will produce two more
updates before reviewing the main strategy again in 2005.
Our Vision
We will help to ensure that every person in the City lives in a decent home. We will achieve this by:
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Investment in the management and maintenance of council and registered social landlord owned homes
Maximising the investment opportunities from public and private investment sources
Working with home-owners and private landlords to help them manage and maintain their properties effectively
for the benefit of the community
Work to the governments target of ensuring that all council housing achieves a 'decent' standard 2010
Work with a wide range of public and private sector partners to reduce unfit and empty private sector housing by
one third by 2004
Strategic and Best Value Performance Plan 2002
The statements above are consistent with the City Councils pledge 2 “Quality Homes for All” which is one of six
pledges underpinning the City Councils Strategic and Best Value Performance Plan. This Strategy update
complements Salford City Council’s third annual Strategic and Best Value Performance Plan. A summary plan was
distributed with Council Tax leaflets in March 2002. Copies of the plan are available from June 30 th 2002 at our
website address www.salford.gov.uk and throughout the City in our libraries and on request. As part of our
Comprehensive Performance Assessment further information on the performance of the Council will also be sent to
residents in December 2002. The role of Housing in the delivery of the plan is described later in this update.
Housing Management Services underwent at Best Value Review during this financial year. A review of
Homelessness Services will be carried out next year, with Private Sector Housing Services being reviewed the year
after.
The Housing Market in the City
This section reflects surveys, research and analysis undertaken since the Strategy was published last year. It covers a
wide range of issues reflecting the current state of the Housing Market in the City.
Public Sector Stock Condition and the Decent Homes Target
In both the HRA Business Plan and New Prospect Homes Limited (the Salford ALMO) Delivery Plan there are
specific proposals for reductions in the level of non-decent council owned homes in Salford as a direct result of both
its existing revenue and capital finances and additional ALMO funding.
Specific Decent Home delivery targets were outlined within the original ALMO bid. Over the initial 2 years of its
life New Prospect Homes Limited must achieve 10,431 additional Decent Homes if 100% of the initial 2 year
funding is attained or 6,259 if the funding remains at the 60% awarded by Government.
As a consequence, to deliver these targets, and the 1990 Decent Homes targeted over the initial 2 years with existing
funding, comprehensive and detailed work refurbishment programmes for capital and revenue spend will be drawn
up commencing with the programme for 2003/2004.
To ensure that refurbishment programmes take into consideration local priorities, each yearly programme will be
drawn up in conjunction with the Parent Board and Local Boards of New Prospect Homes Limited , and to allow
comprehensive consultation a draft programme for 2003/2004 will be available by October 2002. The draft
programme will initially be discussed with each Local Board to ensure that the works proposed follow local
priorities, with any necessary revisions, but within the parameters imposed by the Decent Homes targets. Once the
consultation and endorsement exercise has been completed with each of the Local Boards the overall City-wide
programme will be considered and approved by the Parent Board.
The finalised yearly work programme and its consequent effect on the level of Decent Homes will be submitted for
consideration and approval by the City Council.
The stock condition survey undertaken in 2000 and the resulting data base does not have the depth of information
necessary to currently build a long-term investment programme. As a consequence the programme for 2002/2003
will be prepared from historical information. However, due to the necessity for a system to plan long term and to
both identify non-decent homes and record homes that are made decent, New Prospect Homes Limited will be
required by the City Council to either commission or internally resource a further survey and build such a data base
ready to prepare programmes from 2003/2004. Once this is achieved, it will be possible to map out a three year
investment programme identifying the estates and elements to be addressed in order to meet the decent homes targets
over the anticipated lifetime of ALMO funding. Further investment requirements will be establised in broad terms by
the HRA Business Plan
Private Sector Stock Condition
A Private Sector House Condition Survey was designed and implemented in late 2001 . This involved the physical
inspection of a sample of 1400 private sector dwellings and the completion of a short interview with occupying
households. The sample size of 1400 addresses represents 2% of total private sector addresses on Council Tax
records and permits the reporting of survey findings not only City-wide but for each of nine selected sub-areas
representing groupings of electoral wards. Annex A to this strategy provides an executive summary of the findings of
the Survey.
Marketing Strategy
Since the production of our first Housing marketing strategy report in 2000, CURS have produced a major report
about the housing market in the region; a number of new corporate plans/strategies/pledges have been published and
the Housing Services Directorate has been restructured. In addition the previous housing marketing strategy was
limited to the marketing of council housing. This was because of the relatively new direction of the private sector
housing team and the strategic issues involved within the Housing Services directorate and the priorities of that
period. An updated strategy has moved onto to cover the marketing of all housing in the City
The focus of the approach of the evolving City Council corporate communications strategy is to "promote Salford as
a place to live, work, study, visit and play". The marketing strategy supports this vision in producing a plan that
takes a cross tenure view of promoting housing within the city, working with partners including residents and
tenants. For example our housing website will eventually have links to other housing providers such as landlords,
estate agents and developers.
This marketing strategy for housing complements regeneration programmes in the City, such as the Chapel Street
regeneration. It seeks to promote the City as a place to live, both to existing residents and potential movers to the
City. The success of this strategy will rely upon genuine improvements in services and provision, which includes the
successes of regeneration projects.
The strategy also aims to more proactively seek marketing opportunities for attracting investment by publicising the
many innovative programmes and successes taking place within housing to the trade press who play an active role in
influencing investors and shaping the image of Salford to decision makers. Housing Services also seeks to work with
other Directorates to play a more proactive role in directly marketing the City to investors.
Population
The population of Salford has been in decline throughout the last century. The latest estimate of the City’s
population is 224,300 (ONS mid-year estimate for the year 2000). Trend-based population projections, based on the
1996 mid-year population estimate, suggest that the decline in the City’s population should virtually cease by 2021 at
a level of 221,000. More recent predictions based on the 1998 mid-year population estimate only project up to 2008,
but foresee a steeper decline with the population down to 220,200 by that year. Given the known loss of population
from certain parts of the City, there may be reason to believe that the situation could be worse than either of these
population projections suggest. By contrast, the population of the United Kingdom is increasing, and is expected to
rise by 5 million over the next twenty years.
The decline in population could have a significant detrimental impact on the future of the City, as it causes the
destabilisation of housing areas, reduces the catchment population for local shops, schools and other facilities (which
can result in rationalisation and closures), and, reduces the level of grant that the City Council receives from the
Government.
Salford’s population decline is not a unique phenomenon but reflects a broad national trend. The nature of the
detailed changes to Salford’s population, and which has led to our situation being somewhat different to some other
areas, is worthy of note.
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in broad terms, the City is exporting more “conventional” families, and importing more small and single person
households. The impact of this on natural change (births v deaths) is the most significant factor in Salford’s
relative position.
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The City’s ability to attract people does seem to have increased since the 1980’s- the numbers of people moving
out has also increased, but more slowly.
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The ability of people to move is related to affluence – the better off they are, the more choices they can make,
and the more likely they are to be able to respond to “push” and “pull” factors. In broad terms poor people in
deprived areas have little choice, wealthier households have the greatest propensity to move.
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There may be more ‘international’ migration to the City than might be expected, but it is clearly likely to be at a
lower level than other Greater Manchester districts which have ‘traditionally’ imported migrants from overseas.
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The overall annual flows in and out of the City are quite large, and overall population change happens at the
margins. A relatively modest increase in the numbers of people moving in and reduction in the numbers of
people leaving over a substantial period would have a large impact.
The relationship between housing change and population change is indirect. Building more houses does not result in
a bigger population (as household size is decreasing, dwellings are cleared as well as built, and void rates remain
high). A few features of the relationship should be noted: 
Salford’s housing market appears highly segmented, with the deprived inner areas and the more affluent suburbs
being dislocated from each other. The latter are competing against affluent areas in Trafford, South Manchester,
Bolton and Wigan. The former are a segment of the ‘ring’ that surrounds the regional centre, predominantly in
Manchester and Salford.
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Whilst our short term focus is on ‘Central Salford’ we must be very alive to potential change in the intermediate
areas which lies between the inner City and our more affluent outer areas. Housing stock conditions are worst
in Swinton and poor in Patricroft – we need to maintain stability in these areas in the short-term.
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Our existing housing stock will play a key role in population retention. Is its tenure, age, condition and type
attractive to the households we wish to attract? If it is not then more radical change will be required, as the
current work on the Housing Market Renewal Fund indeed suggests. .
The loss of ‘conventional’ families may suggest that we would wish to ensure that the City is more attractive to
them. Key factors may be:
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Good schools
An attractive, well-cared for environment.
A good range of housing types
Perceptions of reduced crime and anti-social problems
Fostering a sense of pride in place
Reducing population decline, achieving stabilisation, and then achieving population increase will be central to our
overall strategy as a City. Such a strategy will depend on macro-factors over which we have limited control, but if
we can generally be perceived as “a City that is good to live in” then this suggests that our relative position in terms
of population change vis a vis other urban areas should at the very least be no worse, and at best should be
considerably better.
The census figure published at the end of 2002 will give us an accurate picture of our population on census day.
Rather than setting an unrealistic population target to which to aspire, we consider that our approach should be to
secure stability at an accelerated rate, from this we can then consider the potential for the City’s population to
increase. Our focus should be on improvement and stability, which in itself implies substantial regeneration and
change right across Salford.
How have we done? – outcomes from last years Strategy
National Policy – Meeting the Governments Objectives
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Encouraging Sustainable Home Ownership – we have piloted the Homeswap Scheme to assist people trapped in
Negative Equity. We have appointed a Home Ownership Co-ordinator to help us develop our policies for future
years. We have contributed to the Governments work of the development of the Regulatory Reform Order for
the renewal of Private Housing;
Promoting a healthy Private Rented Sector – we have developed Landlord Accreditation Services in one pilot
area and have accredited over 30 landlords. We have contributed to the development of the concept of Landlord
Licensing;
Raising the quality of Social Housing – we have continued to invest the fabric of stock and assisted partner
RSLs to develop solutions for their worst stock. We have adopted Egan principles for the delivery of Painting
and Environmental Schemes;
Providing Affordable New Housing – we have encouraged the development of affordable new homes where
appropriate although with our current over-supply situation section 106 agreements have not proved necessary;
Promoting Choice Based Lettings – we have amended our Lettings Policy and opened Salford Property Shop.
We have launched interactive Property Choice through our Internet based Property Shop;
Strengthening the protection available to the Homeless – we have completely re-organised our Homelessness
Function and begun work to provide for a modern unit for Homeless People in partnership with Registered
Social Landlords;
Moving to a fairer system of affordable rents – we have examined the implications of Rent Restructuring on our
rents and begun to prepare for its implementation;
Improving Housing Benefit – we have consolidated Housing Benefit Services under the control of Director of
Corporate Services and introduced a Call Centre for customer enquiries;
Tackling other forms of Housing Related Social Exclusion – we have contributed to the Community Plans
Social Inclusion Partnership and begun work on reviewing both the Anti-Poverty and Fuel Poverty strategies.
We have begun to introduce Supporting People and extended the range of our Supported Tenancies. We have
worked with colleagues across the Local Strategic Partnership to tackle issues of Social Exclusion associated
with Crime, Youth, Economic Development, Life Long Learning, Health,
We are actively involved in work the Local Government Association and the Office of the Deputy Prime
Minister on a wide range of policy development.
Regional Policy – Cross-Boundary Partnerships
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We have continuing involvement in the North West Regional Housing Forum
The Development of a Housing Strategists forum for Greater Manchester – aiming to commission sub-region
wide Housing Market intelligence and share good practice
A partnership with Manchester to develop the Central Manchester/Central Salford Housing Market Renewal
Fund Prospectus
A partnership with Oldham to share the development of Private Landlord Accreditation services
Continuing work with Manchester, Oldham, Rochdale and Liverpool to develop a relationship with the lending
industry
A pro-active partnership for developing Supporting People with a Providers Forum being successfully
completed
Continuation of the work of the Greater Manchester Homelessness Group
Working with the rest of the Council and the Local Strategic Partnership
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Salford’s first Community Plan was launched in 2001. Progress has been achieved in integrating Strategic
Housing Issues within the overall plan however due to competing priorities the proposed launch of the Salford
Housing Partnership has been delayed until Autumn 2002. Terms of reference have been agreed for this
partnership and initial contact has been with some of the proposed partners.
The Community plan has established seven sub-partnerships to develop cross-cutting agendas. Housing Strategy
has been cross-referenced against the work of these groups.
Developing our Public Service Agreement with Central Government with Private Landlord Accreditation being
a key target
Starting a dialogue with the Health and Social Services partners to address areas of mutual interest. Completing
a comprehensive Best Value review of Elderly Services. Commencing a Best Value review of service provided
to People with disabilities living at home
Working to fight Poverty with active participation in the Social Inclusion Partnership
Working to help Asylum Seekers through a multi-partner Steering Group
Developing our Neighbourhood Renewal Strategy - Our Neighbourhood Renewal Strategy (NRS) framework
document sets out the approach for how the strategy will be developed for Salford for the first six months of
2002/3. The strategy will be built on the substantial amount of work already carried out through the development
of the Community Plan, the Public Service Agreements (PSA’s) and the findings from Salford's Area
Regeneration Task Group. Through the strategy the Neighbourhood Management framework will be developed
building on from the well-established Community Strategy. The Housing Strategy is a key building block in the
NRS and will be developed alongside the work associated with our Pathfinder Status with Manchester for the
Housing Market Renewal Fund.
Our progress in achieving “Quality Homes for All”
Best Value
Full details and analysis on our performance against Housing Targets is provided in Annex B. However, our
performance in several private sector performance indicators has improve with 6 being in the top 25% in the
Country. Our performance in tackling repairs to public sector stock identifies two out of the three indicators moving
into the first and second quartiles. In contrast, however our performance on rent collection and void turnaround times
has not improved and remains in the bottom 25%. This continues to b an issue of importance which needs to be
improved.
Public Sector Housing
September 2002 will see the formation of Salford’s Arms Length Management Organisation “New Prospect Homes
Limited”. Our Service Improvement Plan for the new organisation will be updated following a Housing Inspection in
June.
The separate HRA Business Plan and Delivery Plan for New Prospect will address the key aims of the Housing
Strategy.
The City Council’s residual Housing Team will monitor the performance of the Arms Length Company by requiring
the Board of the ALMO to:
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Maintain and improve popular housing in the Councils ownership. Ensure that our estates and high rise
properties have good environments and are safe and secure;
Review all our unpopular and empty housing. For those properties for which there is no demand to refer to the
City Council for Option Appraisal. For properties for which there is a good chance of improving popularity to
target investment and market effectively.
The City Council will, on behalf of New Prospect, continue to investigate and pursue alternative methods of
investing in Council owned stock so as to maximise the ability to bring in additional resources for management and
maintenance.
Key Outcomes
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A Best Value Review of Housing Management Services with the development of a challenging Service
Improvement Plan which is detailed in the HRA Business Plan
Salford North Pilot - As a result of the improvement issues that were identified during the Best Value review a
pilot scheme was introduced to implement a redesigned repair process. The scheme started at the end of
February 2002 for a period of 6 months.
Salford Property Shop – the development and opening of a shop to promote choice based lettings together with a
dedicated web site
The development of a dedicated ASBO Team
Work to prepare the service for compatibility with e-Government targets
Refer to BVPP
The setting up of four tenant focus groups on specific areas of service leading to a set of key actions:
 Mystery Shopping Exercises by tenants representatives
 Tenants reports on poor environmental maintenance
 A review of the Tenants Compact
Registered Social Landlords
Our Key Aim is to investigate the high level of empty homes in the Housing Association stock and work with
partners to develop options for the future-
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We developed a partnership with Salford First (Manchester Methodists Housing Group) to reduce levels of void
stock in the Seedley and Langworthy Area.
We developed a partnership with Portico Housing Association, Space New Living and Irwell Valley Housing
Association to reduce levels of void stock in Higher Broughton. Notable progress has been made with the
Duncombe Street, Zsara Street and Hill Street projects where a combination of remodelling and clearance has
reduced the levels of unpopular and obsolescent stock.
We allocated Local Authority Social Housing Grant Resources in key areas to assist in the regeneration of
obsolescent/hard to let stock. Partners were Space New Living and Portico.
 Space New Living are assisting us with the regeneration of the Barracks estate in Ordsall
 We developed a partnership with Portico to replace redundant bungalow accommodation in Pendleway with
specialist accommodation for Special Needs groups
We supported the further development of dwellings in the Eccles Renewal Area with St Vincents, Irwell Valley
and Manchester Methodists. This has helped us to meet local demand for family accommodation and fill
existing vacant dwellings.
Home Owners
We have continued to develop new approaches to Private Housing Renewal Policy in the context and spirit of the
proposed regulatory reform order.
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We have targeted our resources on the areas with the worst housing conditions i.e. Broughton and
Seedley/Langworthy and assisted people who have insufficient resources of their own to maintain their homes
through further developing our Home Improvement Agency with Anchor Housing Trust.
We have taken positive action against those home owners who fail to maintain or deliberately abandon their
homes with our performance remaining in the upper quartile
We have worked with lenders to produce solutions for people trapped in mortgage debt or negative equity. We
successfully completed our first homeswap.
DETAILS OF GRANT PROGRAMME OUT-TURN
ANCHOR?
DFGs
Private Landlords and their tenants
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We have introduce a voluntary system for accrediting good private landlords and developed options for
Landlord Licensing. We have accredited XXX landlords covering YYY dwellings
We have taken enforcement action against private landlords who failed to manage and maintain their properties
efficiently. EXAMPLES
We have developed advice, support and assistance to the tenants of Private Landlords. EXAMPLES
HMO PROGRAMME
EXAMPLES?
Home Energy Conservation
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TEECA The scheme entailed the declaration of the City of Salford’s Eccles ward as an Energy Conservation
Area. It raised the profile of energy efficiency among Eccles ward residents through marketing, publicity and
incentives for the take-up of energy efficiency measures and services. Discounts, grant assistance and a loan
facility were provided for householders in private sector housing who did not qualify for assistance under other
schemes. A community referral network was provided for appropriate referrals for grants and loans available
through the scheme, and referrals to the Home Energy Efficiency Scheme (HEES), Energy Utility Companies’
Standard of Performance Schemes (SOP) and other programmes offering assistance for energy efficiency
measures. Curricular energy efficiency education was provided for young people through local schools as an
integral part of the scheme.
Our Priority Areas
Until the next period of review is completed we will prioritise the following for investment in line with the Councils
Area Regeneration Strategy:
Targeting empty Properties throughout the City
We are now members of the National Association of Empty Property Practitioners. As a result of this we have been
asked to comment on the draft Code of Guidance: Application of BVPI 64 and Implementation of Local Performance
Indicators.
We have reviewed the guidance notes and are satisfied that the current system used to monitor and deal with empty
dwellings is equal to if not in excess of that laid down in the draft guidelines.
Tackling Areas of Major Change
Broughton
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Neighbourhood Renewal Assessment has been completed for the Broughton/Blackfriars area.
An Innovative partnership has been formed with Bovis Lend Lease, In Partnership and Midland & City
Developments to redevelop the Higher Broughton area.
Further phases of investment were secured with the Housing Corporation to continue the Zsara Project with
Irwell Valley HA and Space New Living
A masterplan was completed with Taylor Young and agreement reached with the NWDA to progress
regeneration of the Lower Broughton Area.
Seedley & Langworthy
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A programme of acquisition has continued in order to faciltitate clearance of obsolescent stock
Group Repair Activity has commenced in Langworthy North
Homeswap has been piloted
Private Landlord Accreditation has been piloted
Improvement Grants have been provided to stable parts of the Area
Major decisions regarding the provision of a new School have been made
Charlestown & Lower Kersal New Deal Area
A Housing Sub Group been launched for stakeholders to attend and discuss the various topics applicable to all
tenures. The aim of the group is to work towards setting the housing agenda for the area. This is also seen as an
opportunity to challenge existing housing practices and to try out ‘new tools’ to achieve better housing and physical
conditions of an area.
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Work jas commenced with local RSL’s, Mainly Manchester Methodist and SPACE to develop potential
schemes to tackle empty properties in the New Deal area.
Meetings have commenced with private landlords
to encourage active involvement in the New Deal
programme and the community and the need for them to attend the Housing Sub Group on a regular basis.
Meetings have taken place with Anchor Housing Trust to establish their role in identifying vulnerable groups of
the community and target resources to improve housing conditions.
Individual meetings have also taken place with a number of other internal and external agencies in relation to
housing and New Deal these include; NEA (Neighbourhood Energy Action Trust), Safe and Secure, Supporting
People Team, Crime and Disorder team, Empty Homes Agency, Landlord Accreditation Team.
A Neighbourhood Renewal Assessment is to be commissioned shortly to assist the process of setting the area
housing agenda for the duration of New Deal for Communities.
Claremont and Weaste
These two wards are exhibiting clear evidence of the spread of Housing Market collapse from the Inner City Core. In
recognition of this three separate Neighbourhood Renewal Assessments have been carried out to reflect the worst
areas.
The Eccles Renewal Area and the Western Gateway
As the Eccles Renewal Area time-frame draws to a close we have finalised a number of key group repair schemes
and mopped our grant programme for the Area. We have also commissioned a major study into the Liverpool Road
Corridor and to support that acquired a number of run-down commercial units for demolition and re-provision of
either amenity space or modern residential accommodation. The whole area has been designated as the Western
Gateway to the City in the Neighbourhood Renewal Strategy and key work has begun to identify options
Little Hulton and Walkden
Single Regeneration Budget Round 3 works have been completed for the area and a review of investment and
outcomes in underway
Area Housing Statements and The Community Strategy
The City has been broken down into 9-service delivery areas with area based community committees now well
established. These Committees develop local action plans for their area. The action plan is directly fed into the
community planning process.
In parallel with Officers of the City Council have carried out a detailed spatial analysis of the City and establish
potential options for regeneration and service development. This analysis has been reviewed with the Community
Committees and an agreed set of regeneration objectives and land use options have been agreed.
All of the above factors have been compiled to give a pen portrait for each the 9 areas. These are provided as a
supplementary document to this update.
Action Plans for the year
The performance of New Prospect Homes Limited
The following high level performance indicators will be employed by SCC to monitor the performance of NPHL.
Targets set are to be achieved by 1st April 2003.
BVPI 63
BVPI
65A
BVPI
65B
BVPI
66A
BVPI
66B
BVPI 6C
BVPI 68
BVPI 69
BVPI
71A
BVPI
71B
BVPI 72
BVPI 73
BVPI
184
Description
Energy efficiency – the average
SAP rating of local authority
dwellings
The average weekly costs per
local authority dwelling of
management
Target
56
The average weekly costs per
local authority dwelling of
repairs
The proportion of local authority
rent collected
£10.60
Rent arrears of current tenants as
proportion of the authority’s rent
roll
Rent written off as not
collectable as a proportion of the
authority’s rent role
Average relet time for local
authority dwellings let in the
financial year (days)
The % rent loss through local
authority dwellings becoming
vacant
The number of local authority
dwellings receiving renovation
work (£5000 and under) as a
proportion of the number
needing renovation work at 1st
April 2002
The number of local authority
dwellings receiving renovation
work (over £5000) as a
proportion of the number
needing renovation work at 1st
April 2002
The % of urgent repairs
completed within government
times limits
The average time taken to
complete non-urgent responsive
repairs(days)
a) The proportion of LA homes
which were non-standard at
1st April
b) The % change in proportion
of non-decent LA homes
4.5%
Assumes the performance by
SCC in processing Housing
Benefit applications, renewals
and changes of circumstances
meets targets for the year
As above
1.8%
As above. Annual.
£11.61
95%
Comment
Annual
Includes non-core functions –
furnished tenancies, supported
tenancies, warden services,
security. Annual.
Annual.
90
4.25%
65%
Annual
3.5%
Annual
91%
25 days
None
This is a new PI and targets
have not yet been set. Annual.
BVPI
185
Local PI
Local PI
Local PI
Local PI
Local PI
between 1 April 2002 and 1
April 2003
% responsive, but not
emergency, repairs during
2002/2003, for which the
authority both made and kept an
appointment.
The % of all repairs requested
by tenants completed within
target times set by SCC
The % of current tenants owing
over 13 weeks rent at 31st March
2003 excluding those owing less
than £250
The % of employees from the
BME communities
75%
New computerised
appointments system being
introduced in June 2002. No
performance information
available prior to that
Schedules of rates and
timescales for the completion
of repairs will be reviewed
during 2002/2003
7.5%
2.2%
The % of senior management
positions held by women
The % of new lettings (excluding
transfers) to applicants from the
BME communities compared
with applicants on the housing
register
Will need to be amended
following publication of the
2001 census information.
Annual.
Targets have yet to be set.
Annual
Targets have yet to be set.
Annual.
Following the completion of the Best Value review of housing management services in April 2002, a Service
Improvement Plan has now been agreed. The following targets have been derived from the SIP and represent those
targets to be achieved by 31st March 2003 where NPHL is the responsible body for implementing the changes
required.
SIP Ref
Description
18
Develop & publish a new tenants
handbook including service
standards & Service Charter
Fully implement Performance
Management Strategy including
Personal Development Records
& appraisal
2
69, 59,
70
2
14
Update procedures and processes
for key service areas to take
account of new computer
systems, changes arising out of
the Best Value review & changes
in legislation.
Design and introduce a new
computer based system for
recording and responding to all
complaints
Complete Business Process Reengineering Project. Use as basis
Target
Completion Date
September 2002
March 2003
September 2002
January 2003
December 2002
Comments
Draft completed by August
2002 including consultation.
Framework of regular
monitoring meetings in place
July 2002, completed
Performance Management
Manual in place by
September 2002, Full range
of customer feedback
measures & quality checks
in place by March2003
Includes rent arrears, voids
& lettings, repair ordering,
caretaking and estate
management.
Based on newly acquired
Saffron integrated housing
management computer
system
Provide costed options and
proposals for introducing
of workload assessment.
13
9
9
11
19
25
17
45
58
1
1
28
3
69
74
72
75
80
81
79
Consider incentives for good
performance on reletting voids
Decrease sickness levels to x %
Carry out Investors in People
assessment
Extend new induction package to
all new staff
Achieve levels 1 & 2 of the
Equality Standard
Establish focus amongst BME
community tenants and disabled
tenants
Carry out a survey jointly with
SCC of all are housing offices
November 2002
Eradicate role duplicate within
the out of hours emergency
repair service.
Agree Service Level Agreement
SCC on Housing Benefit
administration
Improve information going to
tenants following post inspection
of repairs
Complete improvements to
reception areas, signage and
information available at area
offices.
Renegotiate service lvel
agreements with SCC service
providers to ensure value for
money and clarity of information
on outputs and quality.
Complete the implementation of
the Saffron computer system
Define & publish service
standards for estate management
Identify options for assisting
elderly & disabled tenants with
untidy gardens
Identify options for introducing
regular estate inspections
Provide welcome packs for new
tenants in multi-storey flats
explaining the services of
caretakers, security guards, etc.
Ensure that all multi-storey
blocks have information boards
and that appropriate information
is displayed
Set up liaison arrangements
between tenants associations &
caretakers
Establish benchmarking
arrangements for caretakers
March 2003
March 2003
March 2003
call centre technology to
housing services
Provide costed options
Follow up from initial
assessment
March 2003
March 2003
March 2003
December 2002
To identify access & other
problems for disabled staff
and tenants.
September 2002
March 2003
December 2002
Follows results of a tenant
led mystery shopping
exercise
March 2002
Will include more robust
monitoring arrangements.
October 2002
December 2002
Includes removal of rubbish
& graffiti.
March 2003
March 2003
March 2003
September 2002
December 2002
November 2002
Via the Greater Manchster
Benchmarking Group
62
65a
40
42
36
30
Provide costed proposal for the
introduction of a “hit squad” to
tackle rent arrears trial for 6
months
Identify costed options for
providing incentives for tenants
who pay their rent regularly and
keep to their tenancy agreement,
and for tenants going onto direct
debit
Redraft schedule of rates to
redefine repair priorities more
efficiently & increase work
going to programmes
Introduce computerised
recording & monitoring of gas
servicing contracts.
Reach target of 95% accurate
imputing of repairs when first
reported. Includes correct
recording & updating of
telephone numbers.
Improve identification &
recording of rechargeable repairs
and establish options for better
debt recovery or write off
arrangements.
October 2002
March 2003
September 2002
February 2002
March 2003
Will require scripting,
further training & better
monitoring. May be affected
by proposals on call centres.
March 2003
The Broader Strategy
Together with programme outlined above a broader strategic action plan has been developed.
Key Outcome
Milestone
Evaluation
Extension
of
the
scheme to Broughton
Analysis
of
the
Seedley
and
Langworthy Pilot
Encouraging Sustainable Home Ownership.

We will continue to develop the Homeswap
scheme and roll it out to other areas of the
City.

We will continue to develop our
partnerships with the lending industry to
develop solutions for Home Owners in
obsolescent housing;
Agreement
with
CML/Lenders
developed
in
the
context
of
the
Manchester/ Salford
Housing
Market
Renewal Partnership
Development
of
protocol as part of the
Housing
Market
Renewal
Fund
prospectus

We will develop our Housing Policy
following the launch of guidance emerging
out of the Regulatory Reform Order
Official
policy
Evaluation protocols
will be built into the
policy and will be
measured
by
partners/
users
following the launch
We will develop new
launch
of

We will develop support and provide advice
to those Home Owners with sufficient
resources to maintain their homes to ensure
they are aware of their rights and
responsibilities and facilitate Loans and
other mechanisms to assist them;
The
Reform
guidance
Regulatory
Order
customer satisfaction
survey techniques in
order to examine this
policy
Promoting a healthy Private Rented Sector


We will introduce a Public Service
Agreement to extend and stretch our
Landlord Accreditation Services to other
areas of the City with clear targets to
accredit as many landlords as possible
We will launch our Landlord Accreditation
Guidance Manual
Extension
of
the
Service to the Kersal
& Charlestown and
Broughton
Regeneration Areas
High Profile launch of
the
Manual
in
partnership
with
Oldham MBC
Number of Private
Landlords Accredited
in line with the PSA
Landlords
satisfaction with the
Manual
Raising the quality of Social Housing



We will continue to invest in Council
owned stock in partnership with New
Prospect Homes Limited
We will also develop a commissioning
partnership with RSLs to assist in
maximising investment in their stock.
We will extend Egan style partnering to a
wider range of projects
HRA Business Plan
and NPHL Delivery
Plan
Launch
of
Joint
Commissioning
Concordat
Customer satisfaction
and performance in
meeting the Decent
Homes Standard
HRA Business Plan
and NPHL Delivery
Plan
Providing Affordable New Housing

We will contribute to the development of
the UDP and develop supplementary
planning guidance which will address the
provision of affordable housing in the City
UDP Deposit
Housing
Market
Demand Study and
study of new Home
Owners
Promoting Choice Based Lettings

We will review our Lettings Policy in light
of the provision of the Homelessness Act
2002.
Homelessness Strategy
Marketing Strategy

We will work with RSLs and Private
Landlords to promote choice through our
Property Shop and Web-pages;
Market
Study
Survey
and
Demand
User
Strengthening the protection available to the
Homeless


We will establish our new Homelessness
and Housing Advice Team and begin the
work of re-skilling and re-training our staff
to meet the new Homelessness Codes of
Guidance.
We will commission a partner RSL to
develop a replacement hostel for
Homelessness Families. We will examine
the need for a further hostel for young
single homeless people in the outer city;
Homelessness Strategy
Market
Study
Survey
and
Demand
User
Moving to a fairer system of affordable rents

We will progress work on rent restructuring
and establish the implications for the HRA
business plan
Improving Housing Benefit

we will continue to develop services and
monitor the success of the Call Centre;
Tackling other forms of Housing Related
Social Exclusion – we will





develop and introduce the Anti-Poverty
and Fuel Poverty Strategies
contribute the Crime and Disorder
Strategy Review
participate in the Social Inclusion
Partnership
establish a more robust relationship
with the Primary Care Trust and the
Community
&
Social
Services
Directorate in respect of Health matters
work closely with the Youth Service to
promote education in Housing Choice
Working across
regionally





boundaries
and
sub-
Further development of the Housing Market
Renewal Prospectus with Manchester
Development of the Greater Manchester
Homelessness Providers Group to meet the
objectives of the Homelessness Act
Development of an improved network of
information on Asylum Seekers and a
collective position on delivery
Develop of a regional “think-tank” on
Private Sector Renewal Regulatory Reform
Development of a Greater Manchester
Housing Strategists Group which will share
Rent
Policy
Restructuring
Sensitivity Analysis
of the effect of rent
changes

Market Intelligence and develop a cohesive
cross-boundary approach to Housing
Strategy Development
Continued work with colleagues across the
region who are developing Supporting
People.
Corporate Working




We will fully integrate the Housing Strategy
with the Neighbourhood Renewal Strategy
We will develop a partnership with the
Primary Care Trust and the Community and
Social Services Directorate to establish a
strategy for Health and Housing related
issues
We will assist in the development of a
Living Environment partnership and
develop the Salford Housing Partnership as
a sub-group of that organisation.
We will assist in the development of the
prospectus for the regeneration of Central
Salford
Monitoring New Prospect Homes Limited



Develop sophisticated processes to monitor
the ALMO’s performance against the HRA
Business Plan with specific regard to
meeting the Decent Homes Standard
Develop SLAs to ensure Housing Standards
are maintained for Council Tenancies
managed by the ALMO
Develop an Area Based investment plan to
guide the ALMO in its move towards the
Decent Homes Standard
Working with RSLs




Engage with Housing Associations to
reduce their void stock across the City
through Joint Commissioning;
Ensure that by working in partnership with
Housing Associations that all of their stock
is managed and maintained to the best
possible standards and seek to establish how
they will meet the Decent Homes Standard
Through Joint Commissioning develop an
approach where Housing Associations
concentrate their efforts on a specific part of
the city so as to maximise their
effectiveness
Continue to work with the Housing
Corporation to maximise external resources
coming into the City Of Salford
Working with Private Landlords




We will extend our voluntary system for
accrediting good private landlords and
further develop options for Landlord
Licensing. This will be supported by a
Public Service Agreement
We will continue to take enforcement action
against private landlords who failed to
manage and maintain their properties
efficiently and developed a more proactive
approach
We will further develop advice, support and
assistance to the tenants of Private
Landlords with an enhancement of our
Housing Advice Service. We will
particularly target vulnerable and hard to
reach groups.
We will continue to press government for
landlord licensing legislation.
Regeneration and Support








Continue our ambitious area regeneration
programmes and contribute to the repopulation of the North West's urban core in
accordance with regional policy
Work with the Salford Crime Reduction
Partnership to reduce Domestic Burglary
through a combination of target hardening
and advice and joint operations with Greater
Manchester Police. Develop and promote
our service for resolving problems of
Nuisance and Anti-Social Behaviour.
Work with the Energy Saving Trust, other
Greater
Manchester
Councils,
Fuel
Providers and Network Installers to provide
warm and energy efficient homes and
reduce fuel poverty.
Provide a network of support for people
who are vulnerable and/or have special
needs. Work with specialist providers and
the Health Authority to provide a range of
housing options
Provide people with choice in seeking their
housing solutions. Give access through
local housing offices, the Housing Shop and
the Internet to a range of housing choices.
Provide a strategy for the housing for
Elderly Residents of the City Of Salford
Ensure there is a sufficient supply of
housing by analysing what people want and
what they need. Use the community
consultation network to gather together
local views on housing requirements.
Look ahead 30 years and provide a vision
Launch of the Private
Landlord
Accreditation Service
jointly with Oldham
MBC
Surveys
of both
landlords and tenants
for housing needs of the City over that
period of time. Provide a clear five-year
strategy for the Housing Market in Salford.
Annex A
Private Sector Stock Condition Survey – Key Findings
When the last survey was carried out in 1995, 12,328 dwellings or 21% were assessed as unsatisfactory due to
unfitness and/or poor repair. In 2001 the number of unsatisfactory dwellings has increased to 14322 although
remaining proportionately at 21% of total private housing stock. The increase in unsatisfactory housing represents
1994 dwellings or 16% of the 1995 total and has been associated with a change in the nature of the City’s private
sector housing problems.

Between 1995 and 2001 the number of occupied unfit dwellings is estimated to have reduced from
6220 dwellings to 4249 dwellings – a reduction of 1971 dwellings or 32% from 1995 levels. Over this
same period the rate of occupied unfitness has decreased from 11% to 6%.

Counterbalancing the reductions in unfitness, poor repair has increased within the housing stock.
Between 1995 and 2001 the number of dwellings not unfit but in poor repair is estimated to have
increased from 6108 dwellings to 10073 dwellings; an increase of 3965 dwellings or 65% from 1995
levels. Proportionately, rates of poor repair within the housing stock have increased from 10% to 15%.
Trends in housing condition, which have witnessed a substantial reduction in unfitness within the occupied private
sector housing stock are supportive of previous Council strategies in targeting areas of worst housing. The trend
towards increasing disrepair is however altering the nature and distribution of the City’s private housing problems,
posing new strategy challenges if past progress is to be continued.
Current physical housing problems can be summarised under five main themes:
HOUSING DEMAND …… Private sector housing in the City exhibits significant levels of decommissioning
(closure/demolition) and long-term vacancy linked to known problems of housing demand and popularity in the pre1919 terraced housing stock. From an initial Council Tax address list of 72,782 addresses , the survey estimates an
‘effective’ private sector housing stock of 70,999 dwellings. 1565 Council Tax addresses (2%) represent dwellings
which are closed or have been demolished. Within the effective housing stock, 1947 dwellings (2.7%) have been
vacant for over 6 months. Three areas account for 2325 decommissioned or long-term vacant dwellings (66%) and
are - Pendleton/Kersal (529 dwellings), Langworthy/Ordsall (729 dwellings) and Broughton/Blackfriars (1067
dwellings).
DWELLING FITNESS …… In spite of significant progress since 1995, unfitness problems remain within the
private housing sector. Including properties which are closed, 6317 dwellings are estimated to fail the Standard of
Fitness for Habitation. This represents 8.7% of all private Council Tax addresses in the City. Within the effective
housing stock, 4752 dwellings are unfit representing a rate of unfitness City-wide of 6.7%
Nationally, 7% of private housing is unfit with this figure rising to 10% for the North-West Region. Local unfitness
rates are on a par with the national averages and are below the North-West regional average.
Rates of unfitness vary significantly across the City and by housing sector. These variations reflect higher rates of
unfitness in the Langworthy/Ordsall and Broughton/Blackfriars areas, in the private-rented sector, in pre-1919
properties and in the terraced housing stock. The average cost of making fit an unfit dwelling is estimated at £12,004
resulting in a total outstanding expenditure against unfit dwellings of £57.05m. Against current renovation grant
expenditure levels this represents a minimum 12 year expenditure backlog. To ensure retention of improved
dwellings within the housing stock expenditure requirements are significantly higher – estimated at £128.68m.
DWELLING DISREPAIR …… In total, including unfit dwellings, private sector housing requires expenditure on
repair of £136.50m at an average cost of £1923 per dwelling. Required investment over a 30 year planning period is
estimated at £1.05b.
Dwellings which are not unfit but in poor condition represent a significant component of private sector housing in
the City, accounting for 10990 dwellings (15%) and an expenditure of £57.03m or 42% of total outstanding repairs.
Rates of poor repair, like unfitness, are higher in vacant dwellings and in the older housing stock but significant
differences do emerge. These include higher rates of poor repair in the inter-war housing stock and in the
Irlam/Cadishead and Swinton/Pendlebury areas.
ENVIRONMENTAL CONDITIONS ... General environmental conditions at neighbourhood level were assessed
as below average in 19% of private sector dwellings and as poor in 9%. Environmental deterioration is particularly
apparent in the Broughton/Blackfriars area. Factors influencing environmental conditions are both physical and
social. The former relate primarily to traffic levels and street parking facilities, the latter relate to anti-social
behaviour and its expression in rubbish, litter, graffiti and vandalism. Problems of anti-social behaviour were
assessed as above average in Barton/Eccles/Winton. Swinton/Pendlebury, Langworthy/Ordsall and
Broughton/Blackfriars.
ENERGY EFFICIENCY ….. Home energy efficiency was measured within the National Home Energy Rating
system. The average SAP rating for private dwellings is 44 and is not significantly different from the national
average. Domestic energy costs total £47.9m per annum equating to an average expenditure per private sector
household of £675 per annum or £56 per month.
The effective housing stock of 70999 dwellings contains an estimated 67982 households and a private household
population of 159,716 persons. Small households predominate with an average household size of 2.35 persons.
Social housing problems can be summarised under four main themes:
SOCIAL AND ECONOMIC DISADVANTAGE…. Evidence of social and economic disadvantage exists within
the private sector as evidenced by the fact that;
24% of households are headed by a person aged over 65 years.
26% of households are headed by a person economically retired.
7% of households are headed by a person who is unemployed
8% of households in employment have an annual income below £13,000
27% of households are in receipt of means tested benefit.
Social and economic disadvantage are particularly marked in the private-rented and RSL sectors and in
Pendleton/Kersal, Landworthy/Ordsall and Broughton/Blackfriars
SOCIAL AND PHYSICAL CONDITIONS…. Poor housing conditions are not evenly spread across the private
sector but tend to be associated with households in economic and social disadvantage. This is particularly the case
for older and single person households, the unemployed, those on low incomes. Economic circumstances will impair
a householder’s ability to repair or improve their dwelling. As a minimum, 5631 private households living in
unsatisfactory housing are in receipt of means tested benefit and will qualify for Council support under the test of
resources measure. The survey estimates an outstanding repair/improvement expenditure for these households of
£30.16m of which £14.09m is allocated against unfit dwellings.
HOUSEHOLD ATTITUDES …. 89% of private sector households are at least quite satisfied with their current
housing circumstances – 39% are very satisfied. Even in unfit dwellings 61% of households are satisfied with their
housing circumstances. National housing research confirms a general lack of awareness of housing condition
problems among private sector households although the lack of affordable housing options may also lead to a general
acceptance of sub-standard housing conditions. Lack of awareness of housing condition problems may prove as
strong a barrier to home improvement as economic circumstances. Only 12% of private households intend to repair
or improve their dwellings within the next year.
SPECIAL HOUSING NEEDS ….. An estimated 9369 households (14%) contain at least one person with a longterm illness or disability, 5384 households (8%) contain a registered disabled person. Long term illness and
disability are strongly associated with the elderly.
The survey provides a comprehensive base of information to assist the Council in the future development of private
housing strategy. Several issues emerge which will impact strongly on this strategy. These include in particular the
shifting emphasis in the City’s housing problems away from unfitness towards disrepair and the changing
distribution of housing problems as a result.
Success in dealing with unfit dwellings has witnessed a reduction in rates of unfitness in occupied dwellings from
11% in 1995 to 6% in 2001. As unfitness decreases it has become strongly concentrated – geographically in the
Langworthy/Ordsall and Broughton/Blackfriars areas; and by sector in the pre-1919 terraced housing market.
Housing unfitness in these areas and sectors cannot also be divorced from decreasing demand/popularity for
traditional pre-1919 terraced housing or from environmental deterioration and social decline. Decommissioned and
vacant dwellings contribute to environmental deterioration and form a significant component of the current unfitness
problem. In addressing unfitness we recommend that the Council considers a more pro-active area based approach
and the use of selective clearance as a positive regeneration tool. Continued support mechanisms should also be
made available and targeted at households in need. 2151 households living in unfit dwellings are in receipt of
means tested benefit with a required expenditure against these dwellings of £14.09m. 1256 elderly households
currently live in dwellings which are unfit representing 8% of all elderly households in the City.
Outside of unfitness the Council faces a significant challenge in arresting deterioration through disrepair. If
unsuccessful future unfitness levels will remain high. Dwellings and households affected currently lie outside
statutory intervention although home repairs assistance is available to households in need. A further barrier to home
improvement lies in household attitudes which exhibit a low awareness of condition problems. Targeted education
programmes may benefit home improvement and repairs activity.