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: 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. 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. 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. 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. 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. 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. 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. 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: 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 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 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 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: 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 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- 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. 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 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 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 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 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. 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.