Annex 1
HOUSINGSTRATEGY
2003 / 2004
Foreword
This Housing Strategy will be used to guide the Council’s and Partners action plans for the next five years.
It has been developed from the following sources:
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understanding what the local issues are - we have recent and robust information available from:-
a housing needs survey
-
a stock condition survey
-
the 2001 Census
understanding what National and Regional priorities are in relation to housing and therefore how our policies fit in with:-
the Government’s Communities Plan
-
the draft Regional Housing Strategy
understanding what our residents, other providers and partners want and can contribute:- we have undertaken extensive consultation with these groups and their views and contributions have been welcomed
The solid base of understanding has also proved invaluable in informing the ‘housing related’ elements of the Council’s Draft Corporate Plan and the
Borough’s Draft Community Plan, both of which are available through our web site at www.reigate-banstead.gov.uk.
If you have any comments about this strategy please do let me know
By Councillor Dr Lynne Hack,
Housing Portfolio Holder
The Local Housing Picture
CONTENTS
Introduction
Part 1 : Facts & Figures
Part 2 : The Priorities and Policies
About the Borough
About the Borough Council
Our Political Management Structure
1
1
1
2
2
3.1 Housing and Households in the Borough
3.2 Affordability
3.3 Unfitness and Disrepair
3.4 Estimating the Demand for Housing
3.5 Housing Register
3.6 Homelessness Statistics
3.7 Housing and Support Needs
3.8 Housing for Key Workers
3.9 Community Safety
3.10 Specific Housing Research Projects
13
14
15
17
17
17
18
19
19
20
The National and Regional Picture
1.1
1.2
1.3
1.4
The National Picture
Regional Housing Priorities
Sub Regional Housing Priorities
New Challenges
3
4
4
5
Corporate Context
2.1
2.2
2.3
2.4
2.5
2.6
2.7
2.8
2.9
The Council's Draft Community Plan
Shaping the Future - the Council's Draft Corporate Plan
Linkages between Borough Strategies and Plans
Organisational Structure of the Borough Council
Consultation
Working in Partnership
Cross Boundary Working
Performance Review 2002/03
Delivery of the 2002/03 Housing Strategy
6
8
8
10
10
11
11
11
12
Resources
4.1
4.2
4.3
4.4
4.5
Capital Expenditure
Expenditure in 2002/03
Expenditure in 2003/04
Proposed Expenditure in 2004/05 and beyond
Revenue Expenditure
21
21
22
22
22
Providing New Affordable Housing
5.1
5.2
5.3
5.4
5.5
5.6
5.7
Why is this a Priority?
The Guiding Principles
Major Achievements during 1999-2003
Future Risks and Uncertainties
Priority Actions in the next Three Years
The Options we have Discounted
Summary Action Plan
25
25
26
26
27
28
28
Improving the Quality and Making the Best Use of
Existing Housing
6.1
6.2
6.3
6.4
6.5
6.6
6.7
Why is this a Priority?
The Guiding Principles
Major Achievements during 1999-2003
Future Risks & Uncertainties
Priority Actions in the next Three Years
The Options we have Discounted
Summary Action Plan
Appendices
30
30
30
31
32
32
33
Tackling Homelessness
7.1
7.2
7.3
7.4
7.5
7.6
7.7
Why is this a Priority?
The Guiding Principles
Major Achievements during 1999-2003
Future Risks & Uncertainties
Priority Actions in the next Three Years
The Options we have Discounted
Summary Action Plan
34
34
34
35
35
36
36
Raising the Quality of Life
8.1
8.2
8.3
8.4
8.5
8.6
8.7
Why is this a Priority?
The Guiding Principles
Major Achievements during 1999-2003
Future Risks & Uncertainties
Priority Actions in the next Three Years
The Options we have Discounted
Summary Action Plan
38
38
38
39
39
40
40
Introduction
This Strategy outlines how the Council will address the housing issues
affecting the Borough and its surrounding area. Its purpose is to outline the
Council’s medium term housing priorities and plans. These priorities and
plans are influenced by, and influence the national, regional and sub-regional
housing agenda. Finally, the Strategy shows the linkages between housing
and the other Borough Council’s objectives.
This document is in two parts. Part 1 ‘The Facts, The Issues’, examines the
relationship between national, regional, sub-regional and local housing
policies affecting housing in the Borough. Part 2, the ‘Priorities and Policies’,
examines how solutions to housing issues can be delivered. The structure of
the document is set out below: -
Part 1 : The Facts The Issues
Introduction
About the Borough
Section One National and regional housing priorities
Section Two Local housing issues
Section Three Borough Council Corporate Context
Section Four Resources
Part 2 : The Priorities and Policies
Section Five
Section Six
Providing new affordable housing
Improving the quality and making best use of existing
housing
Section Seven Tackling Homelessness
Section Eight Raising the quality of life
Greater London in the north to West Sussex in the south and covers an area of
129 square kilometres. Some 70 per cent of the area is countryside.
Both the landscape and habitats in the Borough are recognised as being of
national significance including part of the Surrey Hills Area of Outstanding
Natural Beauty and four Sites of Special Scientific Interest. The preservation
and sensitive management of these areas is essential to retain the Borough’s
unique character.
This Borough is under considerable pressure for development. This has arisen
in part from:
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its proximity to the M25/M23 motorways
the growth of Gatwick Airport
a vibrant local economy
a booming property market
its transport links and proximity to London
The Borough is located in an area of economic success of major importance to
the national economy. A number of multi-national companies have located
their headquarters here. There are also higher proportions of small firms in
the area than in most parts of the South East, further strengthening our
economic prosperity. Economic activity is concentrated in the service
industries, with the Redhill/Reigate area being particularly associated with the
financial industry.
About the Borough
To the south, the Horley area is a strategic location for making a significant
contribution to the housing needs of the sub-region. This area is located
within the regionally important sub region of Crawley / Gatwick / M23.
Currently, preparation is being made for an additional 2,600 homes as part of
a major expansion of Horley.
The Borough of Reigate and Banstead is located in Surrey due south of
London within the Metropolitan Green Belt. The Borough extends from
Although the Borough is characterised by economic success, it does
contain two areas of deprivation of county-wide significance.
1
The Facts ~ The Issues :
Introduction
About the Borough Council

Disabled Access and Adaptations
The Borough Council transferred its housing stock to Reigate and Banstead
Housing Trust in March 2002. We have retained a key strategic role in: 
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Assessing local housing needs and conditions
Ensuring that appropriate action is taken to meet local needs
Making the best use of existing housing
Preventing homelessness
Whilst our strategic housing role is carried out in partnership with other
agencies, the Council has a direct role in delivering housing related services
such as planning, community safety, community development, private sector
renewal, housing benefit, a homelessness and housing advice service.
Our Political Management Structure
The Council comprises 51 elected Members representing 19 Wards. There
has been an overall Conservative majority since 2000.
Since 2002 the Council has operated a Leader with Cabinet model of
Executive arrangement. We currently have a Cabinet (Executive) comprising
eight Members, each with a cross cutting portfolio and a Leader. In addition,
there are various statutory Committees including the Overview and Scrutiny
Committee chaired by the leader of the Labour group. One of the Portfolio
holders has specific responsibility for the following housing related functions:
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Housing and Land Allocations and Policy
Housing Provision
Affordable and Key Worker Housing Provision
Homelessness
Private Sector Housing Regulation
Housing Grants
2
The Facts ~ The Issues :
Section One : The National &Regional Picture
This section sets out the key national and regional housing related policies.
The Borough Council’s housing strategy does not exist in isolation, the
national and regional agendas influence our local housing strategy, shaping
patterns of housing supply, demand and economic growth.
Case Study - Transfer of Housing Stock
Following extensive consultation with Council tenants and an
overwhelming ‘yes’ vote, in March 2003 we transferred our housing stock
to RB Housing Trust.
1.1 The National Picture
One of the key objectives of the transfer was to improve the repair of
homes. RB Housing Trust is progressing a five-year stock improvement
plan and will meet the decent homes target by 2010.
The Government’s Housing Statement Quality and Choice: a decent home
for all (December 2000) sets out the Government’s key housing policies to: 
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improve all social housing to a decent standard by 2010
promote choice in lettings and strengthen protection for homeless
households
tackle social exclusion through the implementation of Supporting People,
tackling rough sleeping and anti-social behaviour
promote a healthy private rented sector
encourage sustainable homeownership
encourage the transfer of housing stock and arms length management
Case Study - Encouraging Sustainable Homeownership
In 2000 we re-launched our Assisted Homeownership List The List
provides opportunities for applicants to access low cost schemes. We
encourage Housing Register applicants to join, where appropriate, to
increase their housing options.
The Housing Policy Statement also emphasises the importance of integrating
housing policy with wider social, economic and environmental policies such
as:
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Planning Policy Guidance 3: Housing (PPG 3) – planning
guidance on housing issues with the aim of giving everyone the
opportunity of a decent home.
Social Exclusion policies – tackling the problems faced by people in
the poorest communities including the need for good quality housing.
Home Energy Conservation Act 1996 (HECA) – requiring local
authorities to improve energy efficiency in dwellings within their
districts.
The following case studies demonstrate our progress towards meeting key
Government housing policy objectives:-
The Facts ~ The Issues :
The List is very active and overall in 2002/03 applicants had a 1 in 5
chance of achieving homeownership. We assisted 30 households via the
List in 2002/03.
The Government’s policy statement Sustainable Communities: Building
for the future (April 2003) sets out a comprehensive action plan for creating
sustainable communities in all regions. The Communities Plan integrates
wider social, economic and environmental policies. It places a particular
emphasis on planning and housing policies to deliver the key objectives: 
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All social housing and private rented accommodation occupied by
vulnerable people to meet the Decent Homes Standard by 2010
Ensure all communities have a clean, safe and attractive environment
Tackle low demand and abandonment of homes
Tackle the housing shortage in the South East
3
Section One : The National &Regional Picture
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Reform planning systems to deliver the right homes in the right places
Make the best use of existing housing
Protect the countryside whilst tackling the housing shortage
The Communities Plan is part of a shift towards strengthening the strategic
role of the regions. The creation of Regional Housing Boards to distribute
funding for new affordable housing in each region is an example of this shift
from national to regional priority setting.
1.
2.
3.
4.
5.
All of the above regional priorities are relevant to our Borough.
Case Study - Priority 5 Improving the Quality of Housing Stock
1.2 Regional Housing Priorities
The national policy statements Quality and Choice: a decent homes for all
and Sustainable Communities: building for the future apply to the whole
country. The regional context for housing and planning policy is provided by
the South East of England Development Agency’s (SEEDA) Regional
Economic Strategy 2002-2012 and the South East Regional Housing
Statement 2001-2005.
The SEEDA Regional Economic Strategy recognises the importance of
housing to the sustainable growth of the region. SEEDA’s strategy sets out
key actions to ensure affordable housing is delivered in the region. In
particular it emphasises the need for businesses, the public and voluntary
sector to work together to deliver housing for key workers.
The South East Regional Housing Strategy is currently being developed.
Consultation is being co-ordinated by the Government Office for the South
East (GOSE) on behalf of the South East Regional Housing Board. The draft
strategy assesses housing need in the South East, and considers priorities both
spatially and by needs groups. The overall approach is to gradually change
the balance of incentives to encourage developers to build appropriate housing
in the right areas, whilst at the same time unlocking the planning system to
produce development opportunities in towns where they are needed.
Government investment is to be targeted to where it is most needed, and in
particular to make housing more affordable for the most vulnerable. There are
five key themes identified: The Facts ~ The Issues :
Improving the overall housing supply
Affordability
Regeneration and renewal
Homelessness and supported housing
Quality and suitability of the housing stock
In December 2002, we joined the 'Houseproud' scheme for a two year pilot.
This will enable older owner-occupiers to access the equity in their homes
to make improvements and repairs. We aim to assist 40 households up to
2004/05 to improve their homes.
1.3 Sub Regional Housing Priorities
The SEEDA Economic Strategy identifies two areas of economic
significance in the Borough namely: 

Redhill/Reigate – this area is recognised as a business cluster for
electronics, engineering and air transport. The town centres are also
identified as independent economic hubs specialising in financial services,
retail and in Gatwick Airport related services.
Crawley / Gatwick / M23 – this area is highlighted as an Area of
Economic Pressure (AEP).
The Regional Planning Guidance for the South East (RPG 9) also identifies
the Crawley / Gatwick / M23 corridor as an economic ‘hot spot’ where
positive action is required to minimise the additional pressures on land and
labour resources. The Borough is located in the heart of this area which
stretches from the South Coast up to London. It is an area of economic
growth and prosperity and consequently there are pressures on transport and a
4
Section One : The National &Regional Picture
high demand for housing. The Council is contributing to work being
undertaken at a sub-regional level to assess how to manage the pressures. Our
Spatial Strategy (set out on p.9) is influenced and is influencing the on-going
sub regional housing related agenda.
The emerging Surrey Structure Plan sets out targets for Surrey Districts on
the number of homes to be built up to 2006. It identifies sub-area priorities
that have an impact on the Borough. Chiefly these are:  Northern Surrey – here there is an emphasis on resisting the outward
spread of London and further urbanisation by maintaining the Green Belt
and preventing the convergence of towns and villages
 South East Surrey – within the Crawley / Gatwick/ M23 area there is
support for the sustainable economic growth of Redhill and of services
related to Gatwick Airport within the M23 / A23 corridor. This is allied
with improvements to public transport
Case Study: GOSE Priority - Helping Key Workers access Accommodation
The Council published a Key Worker Action Plan in 2002. It sets out a
definition of key workers and three priority groups based on local needs. The
Action Plan sets the following targets:
Target
Achievements

25-50% of all low cost
homeownership properties to be
purchased by key workers (KWs)

during 2002/03, 30% of
purchases were by KWs

15% of additional social rented
homes let to KWs

in 2002/03, 38 KWs joined
housing register of which 2
were housed

work in partnership with RSLs to
provide short-term letting
opportunities for KWs

difficult to let sheltered housing
units are being made available
to KWs

from 2003/04 let up to 5% of social
rented re-lets to KWs

progress on this to be
monitored in 2003/04
The Facts ~ The Issues :
1.4 NewChallenges
During 2002/03 there were many changes to housing related policies and
housing legislation at a national and regional level. In the forthcoming years
the Borough Council will respond to challenges brought about by:
Legislation
 Extension of the homelessness priority needs categories
 Publication of Homelessness Reviews and a Homelessness Strategy
 Regulatory Reform Order – private housing repairs
 Forthcoming Housing Bill – Housing Health and Safety Rating System
and licensing of houses in multiple occupation
 Forthcoming Anti-Social Behaviour Bill
 The emerging Planning and Compulsory Purchase Bill
 Changes to Housing Benefit brought about by Tax credits and Pension
Credits
Policy
 Implementation of the Supporting People programme
 The target to reduce the use of bed and breakfast accommodation for
families
 Abolition of Local Authority Social Housing Grant and formation of
Regional Housing Boards
 Comprehensive Performance Assessment
 Best Value Reviews
Where we are able to anticipate the effect of challenge (e.g. the extension of
the homelessness priority need categories) we have dealt with these in our
action plan. Where the forthcoming challenges have yet to be specifically
defined we have mentioned these under Future Risks and Uncertainties in Part
2 of the Strategy
5
Section Two : Corporate Context
We have based our housing strategy primarily on careful analysis of needs in
the Borough. National and regional housing priorities provide a framework
against which the Council assesses its priorities and services. At a local level
the Housing Strategy influences and is influenced by the Borough Council’s
Corporate Plan and the Borough’s Community Plan and the Local Plan.
Figure 5
Priorities
Housing need is not simply about the provision of housing. Support services,
health and community issues have an impact on the Council’s strategic
housing role. We have made appropriate links with a range of organisations.
This has provided the opportunity for partners and stakeholders to input into
the current and future development of the Housing Strategy.
2.1 The Council’s Draft Community Plan
This is the first Community Plan for the Borough and sets the community’s
vision and aims over the next 10 to 15 years. The Community Plan is a
summary of the needs and priorities for the future. It has an agreed and
shared vision with clear targets and actions to monitor progress. The Plan has
developed out of a duty in the Local Government Act 2000 to promote the
economic, social and environmental well being of the local area and
contribute to sustainable economic development.
The Plan has been developing over the last two years. The Borough Council
has been leading the Plan’s development. We have worked in partnership with
key stakeholders to find out what the priorities are for the Borough and how
best to deal with them. From an audit of previous consultation, we have built
a picture of the main issues in the Borough and identified a number of key
priorities. We then asked every household in the Borough to rank their top
priorities, in total 9,000 (17%) responses were received. Figure 5 shows the
order of priorities. Low-cost housing was a priority for just over a quarter of
all respondents.
Provide a safe and clean environment
73%
Tackle traffic problems
60%
Help older people to stay independent
56%
Provide facilities / opportunities for
young people
32%
Provide low-cost housing
27%
Make it easier to find out about services
and how to get help
21%
Raise levels of learning / skills for work
14%
Help families with young children
10%
In order to effectively tackle the priorities in the Plan, key representatives
from all the agencies have come together to form a Local Strategic
Partnership. Members of the Partnership include:
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The Facts ~ The Issues :
% response
Reigate and Banstead Borough Council
Surrey County Council
Surrey Police
Surrey Police Authority
RB Housing Trust
East Surrey Primary Care Trust
Federation of Small Businesses
Reigate and Banstead Council of Voluntary Service
6
Section Two : Corporate Context
Detailed work on eight priority areas has been progressed by multi-agency
task groups. The task groups have focused on developing a range of actions
required to deliver the above priorities. Through the Local Strategic
Partnership, the Council is taking the lead in preparation of the Plan and
translating the issues identified by the public, into actions on the ground in an
efficient and cost effective way. The Community Plan is due to be adopted in
the Autumn of 2003.
Provide low-cost
housing
Figure 6 illustrates the ongoing influence of housing issues within the
Community Plan.
Aims of the
Housing Related Actions
Community Plan
Caring for the
 Balance the need for housing with preserving local
environment
distinctiveness in the provision of 1,300 new
homes by 2006 and a further 1,300 after 2006
 Promote waste minimisation by supporting
voluntary organisations involved in recycling like
Furnistore
Make it easier to
 Deliver services in partnership to ensure they are
find out about
joined up and available through one point of
services and get
contact
help
 Review internet links and update partner web sites
to include hyperlinks
Tackling traffic
 Review the success of Home Zone created in
problems
Reigate and consider implementing the project
elsewhere
 Provide 500 off-street parking spaces for RB
Housing Trust tenants to include the provision of
front garden parking facilities to Trust properties
where feasible
Providing facilities  Investigate the opportunity to extend the existing
/ opportunities for
rent deposit scheme
young people
 Work with the YMCA to provide a 42 bed Foyer
Scheme for young people
 Empower young people through the Communities
The Facts ~ The Issues :
Creating a safe
place to live, work
and visit
Helping older
people to remain
independent
Helping families
with young
children
that Care project in Preston
 Provide housing advice and assistance to prevent
homelessness
 Work with RSLs to explore new ways to deliver
affordable housing following the abolition of
LASHG
 Carry out Housing Needs Surveys to identify
housing needs of specific groups
 Work with others to investigate small scale
voluntary transfer in Preston
 Identify and work to reduce empty homes
 Assist key workers to find housing solutions
 Work with RB Housing Trust to employ estate
wardens
 Contribute to funding a Domestic Violence
Outreach Worker
 Support voluntary organisations providing
adaptations to accommodation to encourage
independent living
 Joint fund a Community Support Worker to
provide support to people sheltered accommodation
(public and private) to promote independence
 Develop accommodation for the confused/mentally
ill
 House more people in suitable accommodation by
reviewing current occupation
 Re-designate Colne House in Redhill as a family
homeless unit
 Offer more support to those in existing
accommodation
 Work with RSLs in the Borough to co-ordinate
services
7
Section Two : Corporate Context
2.2 Shaping the Future - the Council’s Corporate Plan
The Borough Council’s Draft Corporate Plan sets out the Council’s vision and
principles objectives. They have been developed in the context of national
and regional policy, the local economy, geography of the area and social
dynamics.
The Plan is an ‘action plan’ for the future. It identifies priority projects for
action and looks forwards and outwards into the wider community. The Plan
reflects the fast changing environment in which we work and for this reason it
takes a medium term view.
The main objectives of the Plan are shared with our community, they are
primarily based on the feedback we have received through community
planning and residents surveys undertaken in 2001. The Council’s vision is: ‘To actively work towards the achievement of sustainable and thriving
communities for the people who live and work in the Borough, based on the
principles of self-reliance, personal responsibility and freedom of choice’.
This is encapsulated within nine principle themes:
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Caring for the Environment
Safer Communities
Improving Travel
Prosperous Local Economy
Balanced Housing Provision
Healthy Living and Leisure
Working in Partnership
Developing our Organisation
Managing our Assets
housing opportunities appropriate to local needs, and to encourage the
renovation of any homes not up to modern standards’.
Many services will contribute to the Corporate objective ‘Balanced Housing
Provision’ including the Homelessness Service, the Housing Advice Service,
Home Repair Assistance, Private Sector Housing and Planning. Appendix 2
sets out the key priorities for action and performance indicators over the next
two to three years.
2.3 Linkages between Borough Strategies and Plans
The Community Plan and Corporate Plan principle themes are reflected
within a range of Borough Council strategies and plans. The Housing
Strategy has priorities and actions in common with the following local
strategies:
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Community Safety Strategy 2002-2005
Capital Strategy
Asset Management Plan
The Local Plan
Homelessness Strategy
Environmental Strategy
Surrey Supporting People Strategy
The case study on the next page identifies how the Borough-wide priority
‘Helping Older People Stay Independent’ flows from the Community Plan to
the Corporate Plan to a target within the Housing Strategy:
The Council’s principal housing objectives outlined in the Corporate Plan are
‘to encourage sustainable communities based in the A23 corridor to provide
The Facts ~ The Issues :
8
Section Two : Corporate Context
Community Plan: Help Older People to Stay Independent
Target: Strengthen community based services by providing support
services ‘at home’ to help 120 older people leave hospital
Corporate Plan: Provide opportunities, encouragement and support for
healthy living, culture
Target: Review Community Centre provision for the elderly
Housing Strategy: Promote Houseproud to older owner-occupiers to
enable 15 households a year to make repairs and improvements to their
homes.
The Draft Corporate Plan sets out a future Spatial Strategy for the Borough.
The map opposite shows the pressures in the Borough posed by our proximity
to London, Gatwick Airport, the Green Belt and transport links. In order to
promote sustainable communities, we will encourage redevelopment on
previously developed land along the A23 corridor. To facilitate this, greater
investment in transport and other community facilities will be necessary.
The revitalisation of Redhill and Horley town centres, the Holmethorpe area
of Redhill/Merstham and the proposed expansion of Horley will be priorities.
High quality, environmentally sensitive design will be the key to creating
attractive and convenient living spaces.
The Facts ~ The Issues :
9
Section Two : Corporate Context
2.4 Organisational Structure of the Borough Council
The Council’s political management structure is set out on page 2. We have
recently settled on a new staff structure and this is set out in the Corporate
Plan. The new structure strengthens the Council’s strategic and front line
housing responsibilities by bringing together private sector housing,
homelessness, housing advice services and development of new affordable
housing under one service as suggested in the Audit Commission Guide ‘After
Transfer’.
In addition, the new staff structure has created a multi-disciplined Policy
Team to develop the Council’s strategies and plans.
2.5 Consultation
The Council recognises that effective policy development and corporate
planning requires us to be in touch with the needs of residents and local
businesses. To date, much of the Council’s consultation has been carried out
on a project by project basis. Currently, we are in the process of
implementing a new Consultation Strategy to improve our co-ordination and
targeting of consultation.
The objective of the Consultation Strategy is to use a wide range of
approaches to public consultation to ensure that we listen effectively and
consider the views of our residents and stakeholders. This consultation will
be incorporated into the Council’s decision making process in order to ensure
that policies and services reflect the aspirations and needs of our diverse
communities.
In the last two years we have developed a number of opportunities for
stakeholders to contribute to the Housing Strategy. Following on from the
success of Housing Strategy Conference held in 2002, we held a combined
Housing Strategy and Homelessness Strategy Consultation Day in February
2003.
The Facts ~ The Issues :
The Conference was attended by representatives from the Bed and Breakfast
Unit, the Government Office of the South East, Surrey County Council,
Registered Social Landlords, Shelter, East Surrey Primary Care Trust,
Councillors and a range of voluntary organisations.
We followed up the Conference day with smaller discussion groups attended
by delegates who expressed an interest in being consulted further on priorities
for the Housing Strategy.
In addition, we have consulted closely with Council Members. Meetings have
been held with the Council’s Executive to discuss and agree priorities and the
Housing Strategy action plan. We have also held a seminar on Housing and
Planning for all Council Members. This was held after the local elections to
ensure all new Members were consulted about the Housing Strategy.
Consultation into Action:
Cross boundary working – stakeholders identified that the Council’s
geographical boundary is artificial, the work of many stakeholders crosses
into other districts
Action: We have agreed to work in partnership with East Surrey Districts
to take forward an East Surrey Housing Strategy
Supported Housing – stakeholders highlighted that the Council shares the
same Primary Health Trust as Tandridge and identified the potential for
joint working on supported housing projects
Action: We will work in partnership with Tandridge DC and East Surrey
PCT to develop a joint Supported Housing Strategy
Our stakeholders identified many housing issues in the Borough. Two
common issues arose, firstly the need for affordable housing for key workers
and secondly the provision of supported housing for vulnerable people. We
have reflected many of the issues and priorities raised through consultation
with key stakeholders in this Housing Strategy.
10
Section Two : Corporate Context
2.6 Working in Partnership
Partnership working is essential to the delivery of effective services and to
meet local and regional housing priorities. Some of the partnerships in which
we participate are:
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Local Strategic Partnership
Merstham and Preston Community Partnerships
Preferred Registered Social Landlord Development Partners
Crime and Disorder Reduction Partnership
Surrey Chief Housing Officers Association
Surrey Planning Officers Association
Throughout this Housing Strategy we will identify successes and new
initiatives achieved through working in partnership.
Protocol. The Surrey Housing Needs Managers Group and Surrey Chief
Housing Officers Association have developed the protocol. The Draft
Protocol will be finalised in the Autumn 2003 to reflect changes in
homelessness legislation.
2.8 Performance Review2002/03
This section of the strategy summarises our progress in improving services
and delivering on housing objectives over the last year. We recognise the
importance of monitoring our performance and learning from others.
The Council has a well-established performance management system.
National and locally developed performance indicators are reported to our
Overview and Scrutiny Committee at regular intervals. Reports show not
only progress against targets, but management action being taken to achieve
targets.
2.7 Cross Boundary Working
At a sub-regional level the Council works closely with other authorities and
organisations to meet local and regional housing priorities.






Surrey Chief Executives Group
Surrey Planning Working Group
Surrey Housing Needs Managers Group
Surrey Development and Enabling Officers Group
Surrey Supporting People Joint Management Board
East Surrey & West Sussex Forum
The Council is taking an active role in several cross boundary projects. We
participated in the Surrey Partnership to bid for funding from the Starter
Home Initiative. The Partnership included the other 10 Surrey Districts,
Surrey County Council, Surrey Police, Surrey and Surrey and Sussex Health
Authority. Our combined efforts led to an allocation in excess of £13 million,
the highest allocation outside of London. Recently we have participated in
the development of the Draft Risk Management and Rehousing of Offenders
The Facts ~ The Issues :
During 2002/03, immediately following Large Scale Voluntary Transfer
(LSVT), the Council’s Overview and Scrutiny Committee undertook a review
of the Council’s housing policies. As a direct result of that 25
recommendations were made to the Executive which led to additional
resources being agreed to:




undertake further housing needs research
amend the Council’s allocation policy
designate an officer to advise on energy efficiency
fund the extension of an existing rent deposit scheme
In the early part of 2003, a best value review of the Council’s Planning
Service was undertaken. The Service was judged to be poor with promising
prospects for improvement. An improvement plan was been developed and
the service is already making improvements in performance and service
delivery.
11
Section Two : Corporate Context
The Council will be subject to further review as part of the Government’s
Comprehensive Performance Assessment. This is due to take place in
December 2003. In preparation for this, the Council undertook a ‘dry run’
facilitated by external consultants, in 2002. We have also submitted our selfassessment to an early peer review so that we can learn from the peer review
feedback.
2.9 Delivery of the 2002/03 Housing Strategy
Last year’s housing strategy contained a number of targets and plans for the
authority for 2002/03 and beyond. A full schedule of achievements during the
year is included in Appendix 1. We have made progress on many actions,
here is a summary of our achievements:
Ten Key Strategic Achievements in 2002/03 we have: 


Completed an updated Housing Needs Survey
Completed a Borough Housing Stock Condition Survey
Revised our Home Repairs Assistance Grants Policy to meet the
Regulatory Reform Order 2002, including signing up to Houseproud for a
two year pilot
 Provided affordable housing opportunities which led to accommodation
for over 80 key workers
 Endorsed the Surrey Supporting People Strategy 2002/03
 Enabled the provision of 169 affordable homes for people in the Borough
 Published a Homelessness Review and developed a homelessness strategy
in consultation with key stakeholders
 Worked in partnership with Cherchefelle Housing Association to set up a
floating support service for homeless households placed in bed and
breakfast accommodation
 Through a long standing partnership with the YMCA, secured the
development of a 42 bed housing scheme for young people
Selected four Registered Social Landlords as preferred development partners.
The Facts ~ The Issues :
12
Section Three : The Local Housing Picture
During 2002 we carried out surveys about the housing needs in the Borough
and the condition of the housing stock. This section outlines the results of
these surveys and identifies the key housing issues.
Figure 1
3.1 Housing &Households in the Borough
The Borough has a growing population. The 2001 Census confirms that since
1991 the population has increased by 7% to just over 126,500 made up of over
51,000 households. Projections indicate that the population will grow to
127,800 and numbers of households to 53,000 by 2006.
1991 Census - Tenure Profile
14%
The 2001 Census was carried out before the Council transferred its housing
stock. Since 2002 the registered social landlord (RSL) sector has increased
proportionally. Since 1990, the Council has worked in partnership with
registered social landlords to build new social rented homes. However, the
social rented sector has continued to shrink as a result of the ‘Right to Buy’
and ‘Right to Acquire’.
The Facts ~ The Issues :
1%
2%
6%
Rented from
RSL
The average size of households in the Borough is 2.3 people, this reflects the
average for England and Wales. Compared to the 1991 Census information,
average household size in the Borough has decreased from 2.5 in the last 10
years. This reflects a national trend towards smaller households and in
particular the emergence of more single person households. At a local level,
the trend towards smaller households is in part a reflection of the Borough’s
ageing population. Some 16% of residents are over retirement age. All public
services, including housing related ones, for older people will need to be
reviewed to ensure they can continue to meet increased demand and enable
people to remain independent for as long as possible.
Figure 1 shows the proportion of owner-occupiers in the Borough rose
between 1991 and 2001, while the social rented sector continued to fall.
Almost 79% of all households are now owner-occupiers, this is almost 10%
higher than the average for England and Wales. The 2001 Census was
undertaken before transfer of the housing stock in March 2002.
Owner
Occupied
Privately Rented
77%
Rented from
Council
Other
2001 Census - Tenure Profile
10%
Owner
Occupied
Privately Rented
1%
3%
7%
79%
Rented from
RSL
Rented from
Council
Other
13
Section Three : The Local Housing Picture
For more information on housing markets see the Housing Monitor in
appendix 5.
3.2 Affordability
The average cost facing people wishing to enter and the percentage of
disposable income required to enter the rented or owner-occupied market for
the first time are important indicators of housing need. Since 1999 the average
price of a three-bedroom property in the Borough has risen by over 67%,
whilst the average household income has risen by only 16%.
Figure 2 shows a comparison between mid-range house prices in the UK and
our Borough. It is clear that house prices in the Borough are high. The most
startling difference is that house prices in the Borough are concentrated in a
smaller range of prices as compared to other regions. This suggests the cost
of the lowest price housing is high as compared to other areas.
Our Housing Needs Survey, indicates that the cost of the cheapest housing in
the Borough is 25% lower than the average price of all housing. This is still
out of the reach of many households. The estimated average earned income
of households in the Borough is £32,614. However, over 56% of households
have an annual income below this and 20% of this group have annual
incomes of £10,000 or less (excluding benefits). Our survey estimates that
48% (323 out of a total of 677) of new households formed each year are
unable to buy their own homes or privately rent in the Borough.
Borough. Furthermore, the survey showed that owner-occupiers with a
mortgage earn almost 5 times more than households who live in housing
association properties.
All of the RSLs with housing stock in the Borough have plans to achieve
target rents by 2010, as set by the Government. The overall effect of the rent
changes means there will be greater consistency in the rents charged by RSLs
for similar properties. We are monitoring their progress towards meeting this
target as part of our performance monitoring programme. There are
indications that some rents paid by RSL tenants may reduce, while others may
increase.
Figure 2
Mid Range House Prices
300
250
£thousands
The fortunes of the housing market are tied to the success of the national
economy. Nationally house price rises began slowing down in 2002/03.
Unemployment has remained below 1% during 2002/03, this is the lowest in
the South East. In comparison house prices within Reigate and Banstead have
continued to rise over this period with an average price of £246,184 in March
2003 and an average of £242,577 for the year.
200
150
100
50
0
UK
North East
North
West
South
West
South East London
Reigate &
Banstead
Source: Survey of Mortgage Lenders
Household income is linked to tenure and the composition of households. Our
survey found that single pensioner, lone parents and households in which a
member of the family has a special need have the lowest incomes in the
The Facts ~ The Issues :
14
Section Three : The Local Housing Picture
The issues – Providing Affordable Housing
We need to:  provide a range of dwelling sizes, but reflect the growing need for
smaller homes
 plan for future supply of affordable housing to help bridge the
affordability gap
 provide a range of affordable housing opportunities including social
rented homes, shared ownership and re-use of existing homes
proportion of unfitness relative to the size of the sector. Almost 16% of
privately rented homes are unfit.
Property unfitness appears to be associated with the age of the building and
whether the property is occupied. The Survey found that 32% of all unfit
homes were built before 1919 and that 28% of empty properties were unfit.
Furthermore there is a link between household type and property fitness. The
highest levels of unfitness are found in childless households consisting of
adults below pension age and in pensioner only households.
Figure 3
3.3 Unfitness &Disrepair
% of Unfit Housing in Group
The Council has a statutory duty to tackle unfit housing. We also have an
obligation to understand the condition of existing stock in the Borough to
ensure we target our resources effectively.
The Stock Condition Survey (2002) identified that by far the majority (over
95%) of the housing stock in the Borough meets the basic fitness standard.
Overall, 4.9% (2,565) of homes are unfit for human habitation. This is better
than the national unfitness rate of 7.5% and also marks an improvement on the
7.3% of unfit homes identified in the 1995 Stock Condition Survey.
Private Rented
15.3%
RSL
14.9%
Figure 3 shows the distribution of unfitness by tenure. Over 85% of unfit
homes in the Borough are privately owned. The proportion of unfit homes
owned by RSLs is small but still accounts for around 400 homes. The
Council is monitoring the progress of RSLs in meeting the decent home
standard and is confident all will reach the target by 2010.
The Survey identifies that private sector households live in some of the
poorest housing conditions in the Borough, this is unsurprising when we
consider 79% of homes are privately owned. Looking at unfitness levels by
tenure, the survey identified that privately rented homes show the highest
The Facts ~ The Issues :
Ow neroccupied (no
mortgage)
34.7%
Ow neroccupied
(w ith
mortgage)
35.1%
Source: Stock Condition Survey 2002
15
Section Three : The Local Housing Picture
three-quarters were built prior to 1919 and around three-quarters are privately
rented. HMO buildings have higher repair costs than other types of home.
Health and Safety Rating System
Our survey considered the effect of the proposed Housing Health and Safety
Rating System (HHSRS) on the unfitness level of buildings in the Borough.
The HHSRS system will identify faults and hazards in homes that could
have an effect on the health and safety of occupants, visitors, neighbours and
passers-by. The survey concluded that the new system (expected to be
introduced by the Housing Bill during 2003/04) could increase the proportion
of unfit properties in the Borough from 4.9% to 6.3% ( 2,565- 3,298
properties).
Disrepair
Many properties that meet the statutory fitness standard suffer from disrepair.
Our survey assessed how many properties require repairs and estimated the
cost of work to tackle urgent repairs in the short, medium and long term. The
overall cost of meeting all disrepair in the Borough is estimated to be
£119.7 million. This averages to a repair cost of around £2,285 per dwelling,
below the South East average of £3,172 per dwelling.
Some properties need urgent repairs in the next year to safeguard the health,
safety, security and comfort of the occupants. The need for urgent repair is a
problem affecting around 11% of homes (or 5,949 properties) in the Borough.
Our Survey estimates that the average cost of carrying out urgent repairs will
be £1,272 per dwelling.
As with unfitness, two factors affect the cost of urgent repairs, the age of the
building and whether it is lived in. Our survey estimates that the cost of
urgent repairs to buildings built before 1964 are higher than newer buildings.
Overall, the highest repair costs are for empty properties, they cost on average
2.5 times more than repairs to other properties.
Houses in Multiple Occupation (HMOs)
Our survey estimates there are over 600 buildings acting as houses in multiple
occupation (HMO) at the time of the survey providing around 1,500 lettings.
HMO buildings showed some distinct characteristics, most notably around
The Facts ~ The Issues :
The levels of unfitness for individual units within an HMO are also
significantly higher than other dwellings. Using the HMO fitness standard,
the Survey estimated that 53% of HMOs were unfit for the number of
occupants. This is mainly due to failure to meet fire precautions standards.
Energy Efficiency
Our survey identified that across all housing stock the average energy
efficiency level, assessed using the Standard Assessment Procedure (SAP),
was 45. This is between the national average of 44 and 46 for the South East,
although there is some variation in the SAP ratings for different tenures and
types of property. In particular, private rented accommodation had the
lowest energy efficiency rating, with an average rating below 40. A small
proportion of this tenure (8.5%) had very poor energy efficiency, with a SAP
rating below 20. Looking at building type the Survey found that converted
flats showed the lowest energy efficient standard, with an average rating of
33.
Decent Home Standard
The decent home standard was introduced in the Government’s Green paper
‘Quality and Choice: a decent home for all (2000). This was followed by a
Government target that all social housing must be made decent by 2010.
The sale of the Council’s housing stock in 2002 stemmed in part from the
need to fund modernisation and repair. RB Housing Trust has embarked on a
five-year modernisation programme to ensure the stock meets the decent
home standard by 2010.
Other RSLs with housing stock in the Borough are also making progress
towards meeting the decent homes standard. We anticipate that all social
rented homes in the Borough will meet the target by the year 2010. In 2002
the decent home target was extended to private sector housing occupied by
vulnerable households.
16
Section Three : The Local Housing Picture
The issues – Improving the Quality of Existing Housing
We need to:  address the repair problems of private sector homes
 improve the energy efficiency levels of homes with the poorest
energy efficiency levels
 improve the standard of repair of HMOs
 monitor the progress of RSLs towards meeting the Decent Home
Standard
3.4 Estimating the Demand for Housing
The Housing Needs Survey provides an estimate of the need for homes in the
Borough. It estimates a combined need for 600 private rented and owner
occupied units each year until 2007. Over 60% of this need will be for one
and two bedroom units. The Survey also projects a need for 543 affordable
housing units each year until 2007. The diagram below shows how the
Survey assessed the affordable housing need.
Sources that will contribute to meeting the need for affordable homes include
empty homes brought back into use, housing owned by RSLs and the building
of new affordable homes. Support with housing costs from council tax benefit
and housing benefit will also help people in need. Even if potential sources of
additional housing were maximised, they would not be sufficient to meet all
of the current and projected demand for affordable housing.
3.5 Housing Register
The Borough’s housing register is another indicator of housing need. It
records the number of households seeking social rented accommodation in the
Borough. The register is managed by RB Housing Trust for the Council.
Over the past five years the number of households has remained relatively
stable at around 1,000 households registered as requiring housing. Looking at
the size of households registered, 86% of households have a need for a one or
two bedroom property and 14% require three bedrooms or more.
The Homelessness Act 2002 simplified the ‘rules’ on joining the housing
register. This means that a household no longer has to live in the Borough to
apply to join the register. As a result we anticipate an increase in the number
of households registering and we will be monitoring the effects of all of this
legislative change over the year.
3.6 Homelessness Statistics
Backlog of
12 3
Existing
Need H o u s e h o ld s
Newly
79 0
H o u s e h o ld s Arising
Need
Gross affordable Housing Requirement:
913 units
Supply of affordable units:
370
Shortfall of affordable housing units:
543 units (per annum)
The Facts ~ The Issues :
Homelessness represents the most extreme form of housing need. The
number of people who approach the Council for help with housing remains
high. The shortage of housing means that where the Council has a legal duty
to house people, they are initially placed in bed and breakfast or temporary
accommodation. The challenge for the Council will be to manage this
situation and minimise the use of bed and breakfast accommodation.
The number of homelessness applications and acceptances (i.e. where the
Council accepts a duty to arrange accommodation) has increased since
1999/2001. Figure 4 shows that since 2000/01 the number of homeless
17
Section Three : The Local Housing Picture
applicants and acceptances has been increasing. The most common reason for
homelessness is eviction by family or friends.
The majority of homeless households awaiting permanent accommodation are
housed in hostels or other temporary accommodation owned and managed by
registered social landlords. Currently, the Council has access to 22 selfcontained units of accommodation that are leased by RSLs.
There is a high social cost to families living in bed and breakfast
accommodation. We are determined to meet the Government’s target of
ending the use of bed and breakfast accommodation for households with
children by April 2004. The Council’s Homelessness Strategy, published in
July 2003 contains a detailed plan designed to minimise homelessness and the
use of bed and breakfast in the Borough.
Figure 4
The issues: - Tackling Homelessness
We need to
 strengthen our housing advice service and prevent households from
becoming homeless
 ensure there is sufficient accommodation available for people who are,
or may become homeless
 ensure there is satisfactory support for people who are, or who may
become homeless, or who need support to prevent them becoming
Reigate and Banstead Borough Council
Comparison of Decisions and Acceptance for last 5 years
700
630
600
Numbers
500
400
464
386
378
344
Total Decisions
(incl.Accepted)
300
197
200
156
137
142

homeless again
reduce the use of bed and breakfast accommodation and stop the use of
it for families with dependent children
Total Accepted
153
3.7 Housing &Support Needs
100
0
1998/99
1999/2000
2000/01
2001/02
2002/03
Years
Some homeless households are placed in bed and breakfast accommodation
when no other temporary accommodation is available, or when we are
investigating their application. The average number of households occupying
bed and breakfast accommodation was 4 in 2001/02 this rose to 16 during
2002/03.
The Facts ~ The Issues :
Many people in the Borough require support to enable them to live
independently. Support may include physical adaptations to the homes or
ongoing care and support and home care services.
Many households have more than one special need. The range of needs
include: people with a physical disability, elderly and frail people, those with
a severe sensory disability, people with a learning disability, people with a
mental health problem, vulnerable young people, children leaving care and
victims of domestic violence.
18
Section Three : The Local Housing Picture
The Council works in partnership with the Surrey Supporting People team and
a range of organisations to identify the level of housing related support needs.
The Surrey Supporting People Strategy has identified that supported housing
provision in our Borough is high across almost all client groups as compared
to other Surrey Districts. In particular we have very high numbers of people
with a learning disability, this may be explained by the closure of several
large hospitals and institutions in the last 10 years.
Working in partnership with a variety of agencies and RSLs, the Council has
developed a supported housing scheme each year for the last decade. The
schemes have been developed on a project by project basis following research
into the need and demand for each scheme. This year building work began on
a 42-bed housing and support scheme for young people. This has been
developed in partnership with the YMCA.
This year the cost of providing the existing supported housing schemes in the
Borough will be met by a proportion of the £18 million budget for all Surrey
Districts and Boroughs. In 2003/04, the Surrey Supporting People Team will
be reviewing every scheme providing housing related support. A full
schedule of reviews affecting our Borough is contained in Appendix 4. The
service reviews will be based on the principles of Best Value. Funding may be
withdrawn from ‘poor’ or ‘weak’ services.
3.8 Housing Key Workers
The Council, as part of the Surrey Local Government Association (SLGA)
contributed to the ‘Housing for Economic Success’ study (2001). It
confirmed widespread problems of recruitment and retention in the South
East. A range of information on the housing needs of local health workers,
teachers, police and fire officers was collected in 2001 to support a Surrey
wide bid of £13.5 million for the Starter Homes Initiative to deliver 398
homes. The data showed that many key workers cannot afford to buy or rent
accommodation locally. This has implications for public and other employers
in the Borough and has a negative effect on our local economy.
The Facts ~ The Issues :
A study published by the Joseph Rowntree Foundation (2003) on the ability of
key workers to become home owners identified that nurses, the police, social
workers and teachers were unable to afford to buy a 4/5 room home in many
areas of England. The Borough was ranked as the 32nd most difficult place to
buy a home out of 40 areas. Overall, Surrey was identified as one of the
hardest places for key workers to buy a home outside of London.
In response to SLGA study and consultation with local employers, the
Council developed a Key Worker Policy and Action plan in 2002. Since April
2002 the Council has assisted over 50 households through our Key Worker
Policy and a further 42 since October 2001 through the Starter Homes
Initiative.
At April 2003 over 130 households were registered on the Assisted
Homeownership List. The Council continues to liaise closely with key public
sector employers to assess the housing needs of this group.
3.9 Community Safety
The Borough remains amongst the safest Boroughs in England. The Borough
Council works closely with Surrey Police and Surrey County Council through
the statutory Crime and Disorder Reduction Partnership (CDRP). In addition
we employ three community wardens who work closely with the police on the
ground.
Regular meetings between the Council, RSLs & the Police address incidents
of known antisocial behaviour & vandalism. The Council has considered the
use of Antisocial Behaviour Orders (ASBOs) and has agreed a number of
Acceptable Behaviour Contracts with individuals. These measures are
intended to reduce high levels of fear of crime felt by some residents.
High levels of Domestic Violence are known to exist in pockets within the
Borough. The Council provides grant aid to the East Surrey Domestic
19
Section Three : The Local Housing Picture
Violence Forum. The funding assists the Forum to provide outreach workers
to support victims, and is recognised as an example of best practice in Surrey.
The issues: - Raising the Quality of Life
We need to:  promote social inclusion within our most deprived wards through multiagency initiatives to empower local communities
 encourage the continued growth of the local economy through the
provision of homes for key workers
 tackle anti-social behaviour in partnership with other agencies and
reduce the fear of crime
3.10 Specific Housing Research Projects
The Borough Council has taken the lead on a cross boundary project with
Tandridge District Council, Mole Valley District Council, Epsom and Ewell
Borough Council, Elmbridge Borough Council and Surrey County Council.
The purpose of the project is to research local house prices, income levels and
travel to work areas. This will enable us to assess the housing affordability
gap and the likely impact of economic changes in the area on demand for
affordable housing.
The Facts ~ The Issues :
20
Section Four : Resources
4.1 Capital Expenditure
The capital funding system for affordable housing provision was dramatically
changed in April 2003. Local Authority Social Housing Grant (LASHG) was
abolished, and new regional funding arrangements are being established.
Project
This change will have a significant impact on the provision of new affordable
housing in the Borough. The Council’s expenditure on LASHG was £7.8m in
2002/03, with additional direct investment by the Housing Corporation of
£1.4m. Our previous assumptions are therefore having to be fundamentally
revised.
4.2 Expenditure in 2002/03
Several existing schemes, such as the YMCA supported housing scheme for
young people in Redhill, were secured through LASHG or Housing
Corporation funding during last year. The following table shows the various
sources and level of funding in 2002/03:
Orbit
Horizon
Hyde
Hyde
Hyde
L&Q / Tower
Guinness
Tower
RBHT
YMCA
s106
sites
Local Authority Funding
Orlit redevelopment
Wycliffe Gardens, Merstham
Balcombe Road, Horley
Earlswood Hospital
Woodmansterne
Bassett House, Banstead
Albert / Lumley Roads
Star Lane, Hooley
Acquisitions 02/03
Young persons scheme,
Redhill
Sub-Total
Thames Valley
Thames Valley
Cherchefelle
Total
Housing Corporation funding
Starter Home Initiative 02/03
Homebuy 02/03
Ashdown House, Merstham





Grant
£000
Total
completions
Affordable Housing Grant Programme 2002/03
3,388
132
142
280
400
158
315
105
701
2,198
51
8
16
27
12
10
7,819
124
970
97
332
9,218
36
3
7
170
170 additional affordable homes were provided in the Borough during
2002/03, of which 48 were specifically for key workers. A mix of tenures was
also achieved, with 30% being shared ownership homes.
The Council makes good use of the planning system, affordable housing
provision is achieved on large sites. Around 40% of the new affordable homes
provided last year were secured via the planning system.
The Facts ~ The Issues :
21
Section Four : Resources
4.3 Expenditure in 2003/04
The Housing Corporation is maintaining grant provision to schemes approved
in 2002/03 from specific transitional funding. All the sites listed in the above
table, with one exception, have secured transitional funding.
LASHG was approved last year for several schemes that the Council is
progressing during 2003/04. All projected developments for the current year
are listed in the following table:
Project
Thames
Valley
Orbit
Hyde
Guinness
Tower
RBHT
RBHT
RBHT
Horizon
Guinness
Mount Green
Thames
Valley
Thames
Valley
Total
s106
sites
Grant
£000
Projected
completions
Affordable Housing Grant Programme 2003/04
Housing association recycled receipts
Council House, Banstead

Nil
Housing Corporation funding
Orlit redevelopment
Earlswood Hospital

Albert / Lumley Roads

Star Lane, Hooley
Acquisitions 02/03
Acquisitions 03/04
Caberfeigh, Redhill

Station Road Approach, Horley
Netherne (phase 2)

Beech Drive, Reigate
Starter Home Initiative (03/04)
1,560
312
112
12
175
939
496
920
415
124
600
59
47
19
4
7
8
185
4
5,850
185
Homebuy (03/04)
The Facts ~ The Issues :
9
The Council has not to date secured funding for the development of the
Caberfeigh site in Redhill. This Council owned site is being disposed of in
2003. We are committed to the provision of affordable housing on this site
and a bid for transitional funding has been made. If the Housing Corporation
does not make transitional funding available, we will be using resources of
£620,000 in affordable housing contributions that we have collected from
developers in previous years. This will ensure the scheme is financially
viable.
The 2003/04 programme is expected to provide 185 new affordable homes, of
which 77 will be shared ownership and 25 will be specifically for key
workers.
4.4 Proposed Expenditure in 2004/05 and beyond
A new regional funding system will be established from April 2004.
Allocations will be made by the Regional Housing Board to either local
authorities or the Housing Corporation. The Council will work with its
partners to maximise the allocations made to Reigate & Banstead. Although
we recognise that a large amount of the funding will be directed to four
identified growth areas set out in the Government’s Communities Plan.
The following table identifies the larger affordable housing schemes
prioritised for 2004/05 and beyond:
3
25
22
Section Four : Resources
b)
Considering the amount of affordable housing that can be realistically
delivered on larger sites without grant. The Council, in partnership with
the County Council and other Surrey authorities, is commissioning
consultants in 2003 to assess the viability of this approach.
c)
Accepting financial contributions on some larger sites in lieu of on-site
affordable housing provision. The Council’s existing policy is to secure
on-site affordable homes within larger developments to contribute
towards the creation of diverse and balanced communities.
d)
Utilising capital funds held by the Council. Financial contributions
made by developers which are accepted in exceptional circumstances,
are already being used for this purpose. Just over half of the £1 million
currently held allocated to the Caberfeigh development if transitional
funding is not secured.
e)
Schemes are already provided with a range of different tenures, ranging
from rented homes to shared ownership provision . This has provided
opportunities to cross-subsidise between different tenures and will be a
fundamental part of future provision.
f)
The Council has also implemented cross-boundary working with
adjacent authorities to maximise provision within the local area. We
will pursue this option where benefit to the local community can be
demonstrated. Work is already underway to develop both a Countywide and East Surrey housing strategy, providing a policy framework
for development in partnership with others.
Project
s106
sites
Grant
£000
Total
completions
Affordable Housing Grant Programme 2004/05 and Onwards
Housing Corporation funding
YMCA
RBHT
Horizon
Guinness
Guinness
All to be decided
Young persons scheme, Redhill
Caberfeigh, Redhill
Station Road Approach, Horley
Netherne (phase 2)
Netherne (part phase 3)
Funding to be secured
Horley expansion
Holmethorpe
Netherne remainder
Hooley Lane Goods Yard
Paul Allen site, Redhill








1,184
124
230
104
403
44
19
24
29
19
520
128
61
54
20
It is unlikely that allocations under the new system will be at the same level as
achieved through LASHG. The Council is therefore considering various
options to ensure the provision of new affordable homes with limited public
subsidy. These include:
a)
Requiring developers on larger sites to provide affordable housing,
including rented homes, without public subsidy. In this context, the
Council is cautious about increasing its affordable requirement beyond
the existing 25-30% obligation as a higher percentage may be
economically unviable without grant.
The Facts ~ The Issues :
The Council became debt-free in 1998, and has not received any Credit
Approvals since 1996. The transfer of the housing stock to Reigate &
Banstead Housing Trust in 2002 generated a capital receipt in excess of £50m,
and the Capital Strategy of the authority makes clear that this will be used in
two ways:
(i)
(ii)
as a source of ongoing investment income; and
as a source of finance for ‘invest to save’ initiatives.
23
Section Four : Resources
Investment income is currently forecast at around £3m per annum, and is
being used to fund various schemes including projects to reduce the use of bed
& breakfast accommodation in the Borough.
4.5 Revenue Expenditure
The revenue funding of the Council’s services largely comprise staff costs and
short-term projects.
Following stock transfer and the subsequent re-organisation of the Council, a
new and enhanced housing service has been created. This now covers housing
needs, homelessness, affordable housing development, private sector housing
and community safety.
In addition to the normal running costs of the housing service, additional
funding has been secured from the Government to help the Council implement
new homelessness legislation and reduce the use of bed and breakfast by
homeless families. Around £50,000 has been provided in each of the last two
years, which has helped us to enhance an existing rent deposit guarantee
scheme, part fund a court advisor post and develop a mediation service in
partnership with neighbouring local authorities.
The Council continues to work in partnership with others to jointly develop
and fund services that benefit the local community. Examples of this include
the establishment of neighbourhood warden services with RB Housing Trust
and the appointment of a Neighbourhood Development Manager for the
Preston area.
The provision of a comprehensive housing and community safety service
remains a high priority for the Council, with the work outlined elsewhere in
this document demonstrating that continuing commitment.
The Facts ~ The Issues :
24
Section Five : Providing New Affordable Housing
5.1 Why is this a Priority?
market and allocating financial resources to enable people to access owner
occupation.
The provision of additional affordable housing is one of the four key themes
of our Housing Strategy. In agreeing the four themes of this Housing Strategy
we have considered the following key factors: -
5.2 The Guiding Principles
The Council seeks to develop new affordable housing by through:
a)
b)
c)
d)
an assessment of the housing needs of our Borough
consultation with stakeholders
the Borough Draft Community Plan and Draft Corporate Plan
Regional and National priorities

partnership working with our Planning Service

the development of social rented homes
In section two of this Strategy we identified issues key issues that arose from
an analysis of facts and issues related to affordable housing in the Borough.
They are set out below:

the provision of homes for key workers

assisted home ownership opportunities
The Issues – Providing Affordable Housing
We need to:  provide a range of dwelling sizes, but reflect the growing need for
smaller homes
 plan for future supply of affordable housing to help bridge the
affordability gap
 provide a range of affordable housing opportunities including social
rented homes, assisted homeownership and re-use of existing homes

mixed tenure developments

the provision of a range of unit sizes, with the emphasis on smaller homes

a range of affordable housing opportunities, not just new build

the provision of supported accommodation when need is identified and
opportunities arise
Our proximity to London and the pressures of economic success have led to a
high demand for all tenures of housing which significantly exceeds supply.
This means the price of land and housing is continuing to rise and is often
well out of the range of first time buyers and those on modest incomes.
Our influence on the housing market is limited because intervention is
expensive and public funds are limited. Our main intervention is via the
planning system by maximising opportunities for the provision of affordable
housing. Affordable housing may take the form of new-build, re-use or redesignation of existing homes, redevelopment, buying properties on the open
The Facts ~ The Issues :
5.3 Major Achievements during 1999-2003
We have:
 Produced the Local Plan First Alteration Deposit Draft policy with
enhanced policies on the provision of affordable housing, smaller homes
and mixed communities
 Transferred the Council’s housing stock to RB Housing Trust in 2002
25
Section Five : Providing New Affordable Housing
 Implemented a Key Worker Action Plan in 2002 and have since helped
over 80 key workers buy or rent homes
Risks and Uncertainties

The Communities Plan ‘Sustainable communities: building for the future’
marks a step change in the projected supply of housing in the South East.
The implementation of the Communities Plan will lead to changes in
policy and even legislation.

The Government has announced it will be directing a significant
percentage of funding for the provision of new affordable homes to four
priority growth areas in the South, these areas are outside of Surrey.
Regional policies to allocate the remainder are currently being developed.
Up to April 2003, the Council maintained an active development
programme. Traditionally we received very little subsidy from the
Housing Corporation and have relied on a LASHG programme of around
£7m per annum. This has now been abolished. See the Section 4 on
resources for more information.

The Council’s ability to achieve the Emerging Surrey Structure Plan
target that 40% of all new housing should be affordable is likely to be
unachievable. The probable reduction of public subsidy available in the
Borough will make development of affordable housing at that level less
economically viable in the future.

There is uncertainty regarding the number of new homes that will be
required to be delivered in the Borough by the Emerging Surrey Structure
Plan

There is a delay to the Planning and Compulsory Purchase Bill, over
which we have no control, this means a delay on starting work on the
Local Development Framework.

There are also delays in producing the revised circulars in respect of
planning obligations and affordable housing. We are unable to speed up
this process and this undermines the Council’s ability to deliver
affordable housing.
 Worked in partnership with RSLs to complete 281 social rented homes
(including specialised units)
 Completed 2 homes for wheelchair uses and six schemes providing
supported housing for vulnerable single people, people with mental
health problems and people with learning disabilities
 Provided 69 units of assisted home ownership in partnership with
registered social landlords (excluding the Starter Home Initiative)
 Introduced a policy regarding the sale of Council owned land and
provision of affordable housing this means all future land sales must be
evaluated for suitability for affordable housing before a final decision is
made on disposal.
 Sold a long-time derelict site in Redhill to YMCA Housing for the
development of a 44-bed housing scheme for young people
 Selected four preferred RSL development partners in 2003, following
an open advert and competitive bids
5.4 Future Risks and Uncertainties
The Council is operating in a fast changing environment, therefore managing
risk is a crucial part of the Housing Strategy. Some policies in the future
could pose a threat to the delivery of our strategic priority to provide
affordable housing to meet local needs. In this section we outline the risks and
uncertainties and explain how we intend to manage them.
The Facts ~ The Issues :
26
Section Five : Providing New Affordable Housing

Gatwick Airport (located South of the Borough) is being considered for
expansion as part of the South East and East Regional Airport Study
(SERAS). This has led to uncertainty about whether the First Alteration
to the Local Plan (Horley Master Plan) can be progressed or adopted. The
Horley Master Plan sets out proposals to develop an additional 2,600
homes in Horley of which around 500 will be affordable homes. There is
a risk that all or part of the Horley expansion will not be deliverable if the
Airport is expanded. The implications of SERAS for Gatwick Airport are
so significant that they could effectively tear up the regional Structure
Plan and the Local Plan strategies.

The Council is making representations to the SERAS and the GOSE
regarding Gatwick Airport.

Our management action has been to object to the Structure Plan because
of the uncertainty regarding the potential expansion of Horley which is
dependent on the revised Flood Study. If the report concludes that the
expansion is unviable or only partially viable we will inform the
Examination in Public Panel and ask for the distribution of the
outstanding housing requirement to be made elsewhere is Surrey.
5.5 Priority Actions in the next Three Years

The Council is awaiting the Environment Agency’s revised Horley Flood
Study. Until the report is received the Horley Master Plan cannot be
progressed. There is a risk that the report will conclude that part or all of
the proposed expansion is within the flood plan and therefore potentially
not available for development
Management Solutions
 There are several related options the Council will consider if little or no
subsidy is granted to the Council or our RSL partners by the Regional
Housing Board for new affordable housing. They are:
- reconsidering the Council’s Capital Strategy and the
implementation of the existing planning policy
- considering whether to adopt an approach of ‘additionality’
whereby affordable housing is delivered with no public subsidy
- considering a reduction in the amount of affordable housing
delivered by the planning system
- manipulating the type of affordable housing product being
delivered and its location

We are participating in a Surrey-wide study that is examining whether the
Structure Plan requirement that 40% of new housing should be affordable
is economically viable following the introduction of a new housing
finance regime.
The Facts ~ The Issues :
Providing additional affordable housing is a long-term strategy. In Section
5.2 we outlined the guiding principles that underpin our actions to provide
more affordable housing. Set out below are our priority actions over the next
three years:

Working in partnership with RSLs we will aim to complete the provision
of 185 new affordable homes during 2003/04. This will provide a mix of
social rented accommodation and shared ownership homes, and will
contribute to the Council’s corporate aim to provide housing appropriate
to local needs.

Following the selection of preferred RSL development partners, we will
agree a set of development guidelines for all new affordable housing.
This will ensure our partners have a consistent approach to housing
development and will reflect the identified need for smaller homes.

We will work closely with RSLs and our Planning Service to ensure
funding bids to the Regional Housing Board are successful. We will
also be maximising all opportunities to increase the resources available to
provide additional affordable housing.

We will work closely with RSLs and our Planning Service to ensure we
complete the provision of 113 affordable homes on four sites in the
27
Section Five : Providing New Affordable Housing
Borough during 2004/05, for which funding has already been secured
through existing approvals.


In partnership with the Planning Service and RSL partners we will
continue to identify potential development sites for the provision of
affordable housing, including the development of approximately 500
affordable homes in Horley over a 10-year period.
5.7 Summary Action Plan
Target and By When

Through the Local Strategic Partnership we will assist local businesses
and organisations that have recruitment and retention problems because
staff are unable to access local housing. This will be achieved using our
‘in-house’ housing experience and expertise.
Completion of
affordable housing on
existing development
sites
Lead
Teams
Development
& Enabling
Team
Anticipated Outcomes



5.6 The Options we have Discounted

In deciding which options to take forward to deliver progress on this strategic
objective we must have regard for local needs, value for money, resources
both financial and staffing. The options set out below were considered for
action but will not be developed further at this stage.

The Council has decided that it will not be using the capital receipt of
over £50 million to fund the provision of affordable housing following the
abolition of Local Authority Social Housing Grant. The Council’s Capital
Strategy explains that this resource will be used as a source of ongoing
investment income and to finance ‘invest to save’ initiatives.

We thus far we have not pursued increasing the amount of affordable
housing from the planning system. We are currently waiting for
clarification on the risks and uncertainties outlined above, for example
limited public funding to deliver affordable housing.
The Facts ~ The Issues :


Work with RSL
preferred
development partners
to agree affordable
housing development
guidelines additional
to planning guidelines
Obtain grant funding
from the Regional
Housing Board for
affordable housing
developments
Finalise scheme
details, planning
consents, and start
construction on 4
identified sites
During 2003/04 complete
156 affordable homes on
existing sites
During 2004/05 complete
60 affordable homes on
existing sites
Provide a mix of tenure
types including social
rented and assisted
homeownership homes
Development guidelines
agreed and implemented on
affordable housing schemes
developed with preferred
RSL partners from 2003/04
Development
& Enabling
Team

Development
& Enabling
Team

RSL bids for grant funding
are successful for 2004/05
onwards and affordable
homes are built
Planning
Services and
Development
& Enabling
Team

Complete construction of
113 affordable homes on 4
sites in 2004/05: the
YMCA young persons
scheme in Redhill,
Netherne on the Hill Phase
2, Station Road Horley,
and Caberfeigh Redhill
28
Section Five : Providing New Affordable Housing



Finalise scheme
details, planning
consents and start
construction on 3
identified sites
Continue to support
assisted home
ownership through
Homebuy & the
Starter Home
Initiative
Prepare scheme
details, begin
planning consents,
seek funding for
potential development
sites
Development
& Enabling
Team &
Planning
Services
Development
& Enabling
Team

Start 72 affordable homes
during 2004/05 on three
sites

4 Homebuy completions in
2003/04
At least 25 Starter Home
Completions in 2003/04


Development
& Enabling
Team




Work in partnership
to assist businesses in
the Borough to
provide housing
opportunities for
employees
The Facts ~ The Issues :
Local
Strategic
Partnership,
Development
& Enabling
Team


Funding obtained and
construction started on 4
potential mixed
development sites 2004/05
s106 agreements reached on
4 sites
270 affordable homes built
during 2004/05 – 2005/06
Mixed tenure developments
developed
Agree an action with 3 local
employers on how the
Council can contribute to
resolving this issue
29
Section Six : Improving the Quality &Making best use of Existing Housing
6.1 Why is this a Priority?
6.2 The Guiding Principles
Improving the Quality and making best use of existing housing is one of the
four key themes of our Housing Strategy. This section deals with improving
and re-using existing housing but not the redevelopment of housing. In
agreeing the four themes of this Housing Strategy we considered four key
factors: -
Our priority actions to improve the quality and make best use of existing
housing are based national, regional priorities and information on local
housing. The guiding principles are set out below: -
e)
f)
g)
h)
an assessment of the housing needs of our Borough
consultation with stakeholders
the Borough Community Plan and Corporate Plan
Regional and National priorities
In section two of this Strategy we considered the findings of our Private
Sector Stock Condition Survey (2002) and identified the key issues:
The issues – Improving the Quality of Existing Housing
We need to:  address the repair problems of private sector homes
 improve the energy efficiency levels of homes with the poorest
energy efficiency levels
 improve the standard of repair of HMOs
 monitor the progress of RSLs towards meeting the Decent Home
Standard
The strong housing market in the Borough means that the quality of the
housing stock is high and that in general the use of the stock is maximised.
For example the Council receives a high number planning applications from
households seeking to extend their homes. The Council is therefore focused
on tackling identified problems in small pockets of the Borough where
concerns about the quality and use of the housing stock have arisen.

Crime Prevention – reducing the fear of crime by tackling the obvious
physical manifestations of crime and the physical opportunities for
antisocial behaviour, for example the removal of abandoned vehicles.

Environmental Improvement - ensuring the Borough has the highest
environmental conditions and standards, this is achieved by assisting
homeowners to design appropriate alterations to their homes.

Economic – ensuring that we are using our valuable housing resource by
maintaining low levels of empty homes.

Social Inclusion – facilitating social inclusion by enabling people to
maintain, adapt and improve their homes.
6.3 Major Achievements during 1999-2003
We have:  assisted 206 residents to make repairs to their homes using private sector
repair grants since 2000
 signed up to the innovative Houseproud scheme whereby homeowners
aged over 60 years can access the equity in their property to undertake
repairs and improvements
 published a Housing Stock Condition Survey in 2002
 published the Council’s policy on enforcement in private sector housing
The Facts ~ The Issues :
30
Section Six : Improving the Quality &Making best use of Existing Housing
a reduction in private investment in the maintenance and improvement the
housing stock and even lead to an increase in the number of empty homes.
 published our revised standards for houses in multiple occupation
following consultation in 2002
 published our policy for financial assistance for repairs to private sector
homes in 2003, which reflects the Regulatory Reform Order 2002
 worked in partnership with a registered social landlord to bring an empty
flat over a school back into use for three teachers
 accepted a Government proposal to reduce the maximum discount
available under the ‘Right to Buy’ scheme from £37,000 to £16,000 in
2003. This applies to existing tenants who transferred to RB Housing
Management Solutions
 The Council will consider the implications of the Housing Bill once is has
been finalised.

Through the Private Sector Landlord’s Forum we will assess the
implications of the Health & Safety Rating System and make plans in the
event of a loss of private rented accommodation.

Any significant economic and / or housing market downturn would
require a revision of this Strategy. A potential benefit of a down turn in
the housing market could that RSLs will be able to deliver more with their
resources as costs reduce.
6.4 Future Risks &Uncertainties
Trust in March 2002.
6.5 Priority Actions in the next Three Y
ears
In this section we outline the risks and uncertainties and explain how we
intend to manage them.
Risks and Uncertainties
 Enactment of the forthcoming Housing Bill 2003 will impose additional
duties on us as a Local Authority. There is uncertainty about the resource
implications of the Bill, such as the need to licence HMOs.


New fitness standards (Health & Safety Rating System) could lead to
private sector landlords selling their properties rather than undertaking
repairs and improvements to comply with the standard. This could result
in fewer privately rented units and reduce the housing options available to
the homeless and others.
There is some uncertainty about the strength of the national housing
market and in particular the prospect of a slump or downturn in the
housing market. This is likely to impact on the different housing markets
within the Borough to varying extents. It could result in negative equity,
The Facts ~ The Issues :
We have considered many options for taking forward the strategic priority to
‘Improve the quality and make best use of existing housing’. The following
actions have been prioritised:

Encouraging and monitoring the progress of registered social landlords
in the Borough to make best use of existing social housing by encouraging
households who are under occupying homes to move to other
accommodation, by improving the length of time vacated homes are relet, and improving the process for nominating applicants to vacant homes

Encouraging private sector leasing through partnership working with
registered social landlords

Developing the local Private Landlords Forum to provide the Council
with detailed information on the number of properties owned by
landlords, standards of repair, to develop good practice and self regulation
31
Section Six : Improving the Quality &Making best use of Existing Housing

Promote opportunities for private tenants and owner occupiers to improve
the energy efficiency of their homes

Providing advice and information to owner-occupiers, private tenants and
landlords on repairs and improvements by developing a range of practical
tip leaflets and ‘on-line’ guides to enable people to undertake small
repairs

Developing a list of contractors to undertake household repairs

Bringing a proportion of empty homes back into use each year to
improve the local environment and remove a potential source of antisocial
behaviour and where an appropriate case is identified, use our
Compulsory Purchase Powers to facilitate this.

regulatory reforms are in place and we are clear about standards and the
resource that will be needed to implement a scheme.

6.7 Summary Action Plan
Target and By When
Lead Teams
Anticipated Outcomes

Provide advice and
information leaflets
about small repairs to
Borough residents
Private Sector
Housing

Produce and publish a
list of contractors to
undertake household
repairs
Publish a Private
Sector Housing
Strategy to reflect the
Stock Condition
Survey 2002
Private Sector
Housing &
Building Control

Private Sector
Housing

Developing and publishing a Private Sector Housing Strategy to address
issues identified in the stock condition survey with the overall objective of
bringing homes up to modern standards
6.6 The Options we have Discounted

In deciding which options to take forward to deliver progress on this strategic
objective we must have regard for local needs, value for money and resources
both financial and staff. The options set out below were considered for action
but will not be developed further at this stage.



Given that there are a variety of Government and other grants to assist
households to improve the energy efficiency of their homes, the Council
is not planning to provide further financial assistance.
Following an analysis of the costs and risks of providing in-house loans
for large scale repair and improvements to private sector homes, we
concluded that the most cost effective option was to join Houseproud.
This company specialises in loans of this type and is a non-profit making
organisation.
We recognise that ‘high risk’ HMOs are a priority and are working on
gathering data on these properties. However, we feel it is not appropriate
to implement a registration scheme of HMOs until the Government’s
The Facts ~ The Issues :



Promote the
Houseproud scheme
to older owner
occupiers and
improve the repair of
Private Sector
Housing

Leaflets published and
made available on-line,
in Help Shops
Reduction on number
of properties falling
into disrepair
List is published and
made available on-line,
in Help Shops
Strategy is produced in
consultation with
stakeholders with
agreed action plan in
2004/05
Strategy is
implemented 2004/05
onwards
Over 40 households
are assisted to make
home improvements
and / or repairs
2003/04 – 2004/05
32
Section Six : Improving the Quality &Making best use of Existing Housing


homes
Bring long-term
empty homes back
into use
Develop the Private
Landlords Forum to
promote best practice
Development &
Enabling Team
& Planning
Services
Private Sector
Housing &
Housing Advice
Service

Bring a total of 18
empty homes back into
use by 2005/06

Group terms of
reference agreed
Increase the number of
Borough landlords
who are Members of
the group
Database of landlord’s
property details
established
Increase the take-up of
Warm Front grants to
100 per year from
2003/04 to 2005/06
Adoption of the
Council’s householder
extension
Supplementary
Planning Guidance



Improve the energy
Policy &
efficiency of homes in Community
the Borough
Initiatives Team


The Facts ~ The Issues :
33
Section Seven : Tackling Homelessness
7.2 The Guiding Principles
7.1 Why is this a Priority?
Tackling Homelessness is one of the four key themes of our Housing Strategy.
In agreeing the four themes of this Housing Strategy we considered four key
factors: 



an assessment of the housing needs of our Borough
consultation with stakeholders
the Borough Community Plan and Council’s Corporate Plan
Regional and National priorities
Tackling homelessness is a high priority at a national and regional level. In
the last two years the Government has created a dedicated Homelessness
Directorate, the Bed and Breakfast Unit and implemented the Homelessness
Act 2002. In section 2 of this Strategy we considered local homelessness facts
and identified the key issues:
The Issues: - Tackling Homelessness
We need to
 to strengthen our housing advice service and prevent households from
becoming homeless
 ensure there is sufficient accommodation available for people who are,
or may become homeless
 ensure there is satisfactory support for people who are, or who may
become homeless, or who need support to prevent them becoming
homeless again

reduce the use of bed and breakfast accommodation and stop its use fort
for families with dependent children
At a local level, we undertook and published a Homelessness Review in 2002,
the findings of which have informed our Homelessness Strategy.
The Facts ~ The Issues :
Our Homelessness Strategy sets out how we intend to reduce homelessness in
the Borough over the next five years. It is based on local information about
homelessness. The key principles are:
Prevention
 reducing evictions by family and friends
 preventing homelessness through effective housing advice and
information services in partnership with other organisations
 ensuring there is satisfactory support to assist households to maintain
their tenancies and prevent repeat homelessness
Provision
 reducing the use of bed and breakfast accommodation for homeless
households and stopping the use of it for homeless families with
children except in emergencies
 ensuring that there is sufficient supply of permanent and temporary
accommodation available for people who are or may become
homeless
7.3 Major Achievements during 1999-2003
We have undertaken a number of initiatives to strengthen our Housing Advice
and Homelessness Services:
 set up an outreach support service for homeless households placed in bed
and breakfast accommodation in partnership with Cherchefelle Housing
Association in 2002
 established a Housing Advice Officer post in 2002/03 to provide housing
advice and support services to people with housing problems. This has
reduced homelessness
34
Section Seven : Tackling Homelessness
breakfast accommodation for families with children, except in
emergencies. Failure to comply with legislation could result in Judicial
Reviews and / or loss of housing benefit subsidy to pay for bed and
breakfast accommodation.
 reviewed our homelessness service and housing register nominations
policy to comply with the Homelessness Act 2002
 introduced the use of ‘homeless at home’ to reduce our use of bed and
breakfast accommodation in 2003
 worked in partnership with the Reigate and Redhill YMCA, to enhance
the existing Next Step rent deposit guarantee scheme to provide 20 rent
deposit guarantees to households aged over 30 years, couples and
families with children in 2003/2004
 bought 3 ‘hard to let’ sheltered housing schemes back into use as
temporary accommodation for homeless households in 1999-2001
 endorsed a Surrey draft protocol on re-housing of ex-offenders 2003
 successfully bid for £41,000 from the Government to implement projects
to implement the Homelessness Act 2002 and reduce homelessness
7.4 Future Risks and Uncertainties
The Council is functioning in a fast changing environment, this means
managing risk is a crucial part of the Housing Strategy. Some future national
and regional policies pose a threat to the delivery of our priority to tackle
homelessness. In this section we outline the risks and uncertainties and
explain how we intend to manage them.
Risks and Uncertainties
 There is financial uncertainty, see section 5.4 for more information.

The Homelessness Review has identified that homelessness is increasing
in the Borough. There is a risk we will be unable to comply with
proposed legislation that is likely to prevent us from using bed and
The Facts ~ The Issues :
Management Solutions

We will work in partnership with our RSL preferred development partners
and others to ensure we respond to all opportunities to maximise
resources including through bids to the Regional Housing Board.

We will carefully monitor and review the implementation of the
Homelessness Strategy to prove that we have acted responsibly.
7.5 Priority Actions in the next Three Y
ears
Tackling homelessness is based on a five-year action plan set out in the
Homelessness Strategy. Section 7.2 outlines the guiding principles that
underpin our actions to reduce homelessness in the Borough. The following
are priority actions taken directly from a more detailed Action Plan contained
in the Homelessness Strategy:
Prevention
 We aim to reduce repeat homelessness and enable vulnerable people to
maintain their tenancies through the provision of outreach support
services in partnership with RSLs and the Surrey Supporting People team

By providing learning opportunities at schools and colleges for young
people we expect to reduce the number of homelessness young people.
Through a programme of skills for life learning we hope to reduce the
number of young people evicted by their parents and sign post young
people to other services for example the YMCA Next Step scheme and
the YMCA Foyer scheme (due for completion in 2004/05).
35
Section Seven : Tackling Homelessness


Relationship breakdown is one of the main causes of homelessness in the
Borough. By establishing a mediation service in partnership with
Tandridge District Council, Epsom and Ewell Borough Council and
Relate we hope to slow down this trend.

Following the transfer of our housing stock, we have decided that we will
no longer directly provide or manage private sector leasing schemes. Our
RSL partners have more experience and expertise and can provide a value
for money service.
The publication of an information pack will provide sign posts to a range
of housing services and housing options provided by other agencies.
7.7 Summary Action Plan
Provision
 Through working in partnership with RSLs we aim to increase the
provision of private sector leased self contained temporary
accommodation. This will assist the Council in achieving several related
actions including an overall reduction in the use of bed and breakfast
accommodation (B&B), a reduction in the maximum average stay in
B&B and an end to the use of B&B for families with dependent children.


Affordable housing is in high demand in the Borough and therefore
demand outstrips supply. Through the Lawn scheme we hope to enable
homeless households to move to areas where there is lower housing
demand. Furthermore, by promoting the scheme to existing social rented
tenants in housing need, additional social rented homes may become
available for homeless households and provide a stimulus to areas
elsewhere in the country suffering low housing demand.
Target and By When


In deciding which options to take forward to deliver progress on this strategic
objective we must have regard for local needs, value for money and resources
both financial and staff. The option set out below was considered for action
but will not be progressed further at this stage.
The Facts ~ The Issues :
Anticipated Outcomes

Increase the provision of
self contained private
sector property for use
as temporary
accommodation
Development
& Enabling
Team
Provide outreach support
services to vulnerable
people to enable them to
maintain their tenancies
Homelessness
Team, RBHT,
Cherchefelle
HA




The provision of temporary accommodation on the ‘Caberfeigh’ site
(previously owned by the Council) will assist in our target to reduce the
use of bed and breakfast accommodation.
7.6 The Options we have Discounted
Lead Team

Provide learning
opportunities about
housing and
homelessness for young
people in schools and
colleges
Set up a mediation
service in partnership
with Tandridge DC for
households threatened
with homelessness due
to relationship
Housing
Advice
Service


Homelessness
Service
An extra 6 units of
accommodation provided
by March 2004
No families with children
to be in B&B except in
emergencies April 2004
100% of those requesting
assistance to be visited by
an Outreach Support
Worker
Programme of visits to
local schools and colleges
giving information and
advice to be in place by
April 2004
Reduce parental evictions
by 10 each year 2003/04 –
2004/05
Mediation Service is
operational in March 2004
and homelessness due to
relationship breakdown is
reduced
36
Section Seven : Tackling Homelessness



difficulties
Join Lawn to provide
opportunities for rehousing in other areas of
England
Provide temporary
accommodation on
‘Caberfeigh’ site
Publish and regularly
update an information
pack for people
threatened with or
homeless
The Facts ~ The Issues :
Development
& Enabling
Team
Development
& Enabling
Team

10 households are assisted
to move in 2003/04

9 units of temporary
accommodation provided
by 2004/05
Maximum average stay in
B&B of 4 weeks
Publish Guide in 2003/04
to be updated very 6
months


Homelessness
and Housing
Advice Teams
37
Section Eight : Raising the Quality of Life
8.1 Why is this a Priority?

Raising the quality of life is one of the four key themes of our Housing
Strategy. In agreeing the four themes of this Housing Strategy we considered
four key factors: -
maintain the economic stability of the Borough by ensuring that the major
public sector employers continue to be able to recruit and retain key
workers

identify and fill gaps in the provision of supported housing services to
enable vulnerable residents to become more independent

reduce the gap between the two most deprived wards and the rest of the
Borough




an assessment of the housing needs of our Borough
consultation with stakeholders
the Borough Community Plan and Council’s Corporate Plan
Regional and National priorities
In section two of this Strategy we considered local facts about supported
housing, key workers and community safety and identified the key issues:
The issues: - Raising the Quality of Life
We need to: promote social inclusion within our most deprived wards through multiagency initiatives to empower local communities
 encourage the continued growth of the local economy through the
provision of homes for key workers
 tackle anti-social behaviour in partnership with other agencies and
reduce the fear of crime
8.3 Major Achievements during 1999-2003
To date we have developed a range of policies and projects to take forward
this objective. We have:  employed 3 Community Wardens to reduce the fear of crime and help
tackle anti-social behaviour and have successfully bid for Community
Police Officers in 2003/04
 jointly funded the installation of CCTV cameras in Preston that are
linked to the Police Station in 2003
 published a Key Worker Action Plan in 2002
8.2 The Guiding Principles
Our priority actions to raise the quality of life in the Borough are based
national and regional priorities and information on local needs. The guiding
principles underlying our actions are to: 
to make Reigate & Banstead safer and a more pleasant place to be
 worked in partnership with Hyde Housing Association to develop 12
units of bedsit accommodation for 36 health workers adjacent to East
Surrey Hospital in 2002/03
 used Challenge Funding obtained through a joint bid with Surrey
authorities, to work with Surrey Community Development Trust to
provide two schemes of supported accommodation for single young
people
 endorsed the Surrey Supporting People Strategy
The Facts ~ The Issues :
38
Section Eight : Raising the Quality of Life
 taken a key role in the implementation of the ‘Communities that Care’
programme in Preston to help reduce social exclusion
Management Solutions

We will be working in partnership with Tandridge District Council,
statutory agencies, users and providers to identify gaps in services.
Working in partnership we will develop a joint supported housing
strategy.
8.4 Future Risks &Uncertainties

The Council is functioning in a fast changing environment, this means
managing risk is a crucial part of the Housing Strategy. Some policies in the
future could pose a threat to the delivery of our strategic priority to raise the
quality of life in the Borough. In this section we outline the risks and
uncertainties and explain how we intend to manage them.
During the three years that services are funded by Surrey County Council,
the Preston Advisory Group will work to lever in external funding and
resources to ensure valuable services continue. Regular reports will be
made to partner agencies on progress. The Group will also consider
developing an exit strategy if funding cannot be mainstreamed.

The Council and partner agencies will need to take a flexible approach to
the provision of supported housing. Inevitably there will need to be a
balance between capital fund injections into purpose built accommodation
and revenue funding to provide services to those in supported housing.
We will consult with users and partners to agree the way forward.
 worked in partnership to establish Mini Sure Start in Preston and a
Playlinks project in Merstham to improve the development of pre-school
age children
Risks and Uncertainties



The risk of providing accommodation for key workers is entirely linked to
the risk that we will not receive little or no funding in the future to
develop affordable housing. Section 4 on resources and section 5 on
providing new affordable housing, explores this issue in more detail.
Surrey has received a Supporting People grant of around £18 million to
fund existing supported housing services in the 11 Surrey Districts. The
grant is unlikely to increase in the coming years and this means new
services will have to be funded from savings. There is a risk that
identified needs will not be met in the future.
The community development initiative currently underway in Preston is
supported by Surrey County Council funding for a period of three years.
The intention is that new services will become part of main stream
funding, but there is a risk that funding support for many of the services
will not continue beyond the three years.
The Facts ~ The Issues :
8.5 Priority Actions in the next Three Y
ears
We have considered many options for taking forward the strategic priority to
‘Improve the quality and make best use of existing housing’. The following
actions have been prioritised:

We will work in partnership with Tandridge District Council to develop
and implement a joint Supported Housing Strategy. We will also work in
partnership with East Surrey Primary Care Trust and Adults and
Community Care (Surrey County Council) to establish a supported
housing assessment panel to assess the needs of individuals and ensure
that best use is made of supported housing accommodation when it
becomes available.
39
Section Eight : Raising the Quality of Life


Continued implementation, monitoring and management of our Key
Worker Action Plan to ensure that homes continue to be made available to
this vital sector of our community.
Production of a fully costed action plan to take forward community
development activities in Preston and in particular to address the risk
factors identified through recent research undertaken by ‘Communities
that Care’. Implementation will follow over the next three years. (For
more information on this project contact Laurence Nasskau at RB
Housing Trust)

Continued support for new initiatives aimed at ‘early intervention’ with
children including schemes like Mini Sure Start in Preston and Playlinks
in Merstham to improve the life chances of children and young people.

Working in partnership with the community, the Police, Surrey County
Council, RSLs and others we will aim reduce anti-social behaviour in the
Borough. Our activities will include positive steps to tackle the causes of
anti social behaviour and the physical impact on the locality. We will
continue to develop a range of projects and measures to reduce anti-social
behaviour including the use of injunctions, Anti-Social Behaviour Orders
and other measures as appropriate.

Within Preston and Merstham there is a need to improve community
facilities. With our partners, and in consultation with the community, we
intend to develop proposals that will promote community empowerment
and social inclusion.

As part of the Local Strategic Partnership we will consider jointly funding
a community support worker (carer post) to work in the public and private
sector to optimise support for older people. The aim of the post will be to
promote the independence of older people and to enable them remain in
their own homes for as long as is possible.
The Facts ~ The Issues :
8.6 The Options we have Discounted
In deciding which options to take forward to deliver progress on this strategic
objective we must have regard for local needs, value for money and resources
(both financial and staffing). The option set out below was considered for
action but will not be developed further at this stage.

The Merstham Advisory Group considered the re-appointment of a
Community Development Worker following a vacancy. After
consultation, it was agreed that until the community and partners were
clear about the outcomes that they expected, appointment to this post
should be put on hold.
8.7 Summary Action Plan
Target and By
When


Anticipated
Outcomes
Lead Teams
Work in
partnership with
Tandridge Council
to publish a joint
Supported
Housing Strategy
Development and
Enabling Team
Continued
Implementation
and monitoring of
the Council’s Key
Worker Action
Plan
Development &
Enabling Team




Supported Housing
Strategy published
Housing applicants
with supported
housing needs
housed
appropriately via
multi-agency
Assessment Panels
Key workers are
assisted to rent or
purchase homes
Employers and the
local economy
benefit from
40
Section Eight : Raising the Quality of Life
reduced recruitment
and retention
problems



Produce an action
plan for
community
development
activity in Preston
to address the risk
factors identified
through the
Communities that
Care Project
Support new
initiatives in
Merstham to
ensure children
have the ‘best
start’ in life
Preston Advisory Group
Reduce anti-social
behaviour in the
Borough
Community Safety
Team


Merstham Advisory
Group





Improve
community
facilities in
Preston and
Merstham
The Facts ~ The Issues :
Merstham and Preston
Advisory Groups


Fully costed action
plan is agreed
Social exclusion
and anti-social
behaviour is
reduced

Work in
partnership to
jointly fund a
Community
Support Worker
post
Local Strategic
Partnership


Support Worker
Post funded
10 older people per
year assisted to live
independently in
their own homes
1 new initiative
supported each year
for the next three
years
Pre-school children
begin school
equipped with the
appropriate social
skills for learning
The number of
incidents of antisocial behaviour are
reduced each year
Public reassurance
is raised
Community
facilities are
improved
Facilities are used
by more people and
user satisfaction is
increased
41