The Fairer Housing Delivery Plan 2012

The Fairer Housing Delivery Plan

2012 - 2013

better homes. better places. better lives

The Fairer Housing Delivery Plan 2012 - 2013

Contents:

Page

1. Foreword 2

2. Preface 3

3. The Fairer Housing Unit 4

4. Our recent successes 6

5. Resources 8

6. Delivering our housing priorities 10

7. Monitoring & Evaluation 10

8. Future updating of the Delivery Plan 11

9. Top 15 Key Indicators at a glance 12

10. Key Actions List 13 to 36

Appendices

Appendix One: How the Top 15 Key Indicators were established

Appendix Two: Let's Talk consultation findings

Appendix Three: Updating the Fairer Housing Delivery Plan - Future Consultation

Appendix Four: Glossary of Terms better homes. better places. better lives 1


1. Foreword

Newcastle faces a number of challenges and opportunities as we look forward to the future.

One of these is around choice over housing - a choice which in its different forms must be extended to the many, not only the few. At our recent policy cabinet we discussed many of the challenges, and as we develop the councils revenue and capital budgets alongside the corporate plan, we will review and update this plan to demonstrate how further we can use our ability to borrow and use land we own to meet your aspirations here in our City.

At the moment, there are too many families in Newcastle who cannot find the affordable accommodation they need. There are too many who feel they have no choice.

For families more broadly, there is limited availability of mid market housing to meet their aspirations. Our Core Strategy is designed to help address this problem and give families real choice, whilst prioritising brownfield sites using the £25 million Newcastle Future Homes Fund to help bring these forward for much needed housing and employment.

For older people residential care is often the only housing available, and for disabled people there is also not enough choice to secure their independence.

The private rented sector does not yet offer a universally high standard to its tenants, and we must make best of what we have by bringing empty homes back into use.

Finally, we must continue to prevent all forms of homelessness, despite the unprecedented challenges due to the upcoming threat of welfare reform and the impact this will have on families and individuals across the city.

I hope this plan sets out how we will fulfil these ambitions for increased choice and secure futures for people living in Newcastle. We will use the Fairer Housing Unit to lead this work but also work co-operatively to meet your aspirations to make greater choice in housing a reality in

Newcastle in 2016.

Councillor Henri Murison

Quality of Life Portfolio better homes. better places. better lives 2


2. Preface

Our long-term vision for housing in the City is the driving force behind identifying what we need to do to ensure Newcastle continues to be a great place to live, now and in the future. In this vision we aim to:

'Create places and homes that people want to live in. We will ensure the mix and design of housing positively influences people's lives illustrating our commitment to health and well being. We will ensure the quality and range of housing in the City matches people’s needs and aspirations particularly older and vulnerable people and families'

An essential requirement of any strong and stable community is that residents have access to decent and secure homes. Poor housing has an adverse effect on an individuals physical and mental health, with children living in substandard housing less likely to perform well at school and to achieve good qualifications.

A lack of good quality family housing will fail to retain or attract economically active households needed to underpin the local economy. Similarly, a lack of housing options for older people and those with support needs limits their choice and well-being; and in the case of older people may contribute to under-occupation of unsuitable accommodation.

A balanced supply of good quality housing is therefore a key component of any sustainable community and is essential for economic prosperity.

To ensure the delivery plan is robust and covers all housing related activity relevant to

Newcastle, the key actions list contained later in the plan pulls together into one place the relevant actions from the following:





The Fairer Housing Unit (FHU) - NCC

 Your Homes Newcastle (YHN)

Your Choice Homes (YCH)

 Leazes Homes

 Adult and Culture Services (ACS) - NCC

 Regulatory Services and Public Protection (RSPP) - NCC

 The New Tyne West Development Company

 The Byker Community Housing Trust

 Safe Newcastle Partnership - NCC

 Warm Up North Partnership

In doing this it aims to deliver on the housing aspects of the key priorities established by the councils' strategic leadership:

 Priority One: Making Newcastle a Working City

 Priority Two: Creating Decent Neighbourhoods

 Priority Three: Tackling Inequalities

 Priority Four: A Fit for Purpose Council

This delivery plan seeks to articulate what further must be done for Newcastle's housing supply to meet the City's aspiration for a strong and prosperous future. It sits within the context of the

Local Development Framework Core Strategy and its wider regeneration and growth priorities; the Newcastle Future Needs Assessment (NFNA - which will encompass the Joint Strategic better homes. better places. better lives 3


Needs Assessment) and its aim of preventing housing crisis. It also sets the direction of our new build aspirations for the coming years and the aim of making better use of the houses we already have by bringing back into use empty homes and driving up physical and management standards.

In developing this delivery plan national, regional, sub-regional and local policies and plans and data research have been considered, and through the consultation process, public and private sector partners have helped shape the actions to meet the priorities outlined within this document.

The delivery plan shows how in Newcastle we aim to deliver our priorities despite the government's unprecedented and unfair spending cuts. We have been innovative in setting up a Future Homes Fund to coordinate, maximise and channel available funds to meet our housing commitments. We have been successful in bidding along with our partners for additional resources, such as: empty homes funding; the Big Lottery Fund; Get Britain

Building, and City Deal status. However, these recent government initiatives are small in size compared to previous funding streams. The recent loss of funding for the Bridging Newcastle

Gateshead Housing Market Renewal Pathfinder Programme, and the huge scaling back of

Homes and Community Agency (HCA) subsidy for new affordable housing, will limit our ability to extend real choice to all in the city across the housing market and its different tenures .

Actions set out later in the document detail the activity to be undertaken over the coming year.

These will be reviewed and updated regularly to ensure they remain relevant and deliverable.

3. The Fairer Housing Unit

We recently set up a new Fairer Housing Unit which brings together accountability for housing issues into one place, with a sharper focus on delivering our key priorities. The role of the

Fairer Housing Unit is to:

 Work with partners such as YHN, HCA, private sector developers, registered providers, private landlords, to maximise the resources available within Newcastle to meet housing need across a range of markets.

 Ensure any funding is maximised and increases access to affordable well managed homes for those households for whom market sale is not a choice.

 Work across the Council directorates to deliver a supply of sites suitable for a range of housing uses.

 Work with Adult & Culture Services to develop service models, good practice and a pipeline of development of schemes to ensure vulnerable people are safely housed and can remain independent in their own homes as long as they wish.

 Ensure there are effective systems in place to co-ordinate research; develop policy; project and programmes across the Council to implement the priorities outlined in the 2012/13

Housing Delivery Plan.

 Ensure the Tyne and Wear Housing Allocations Scheme works effectively so that households are matched to suitable housing.

 Ensure that the City Council provides an effective lobby to central government in particular with regard to making sure the residents of Newcastle are not disproportionately disadvantaged by emerging or new housing legislation and policy. better homes. better places. better lives 4


For 2012/13 the work plan is to:

 Increase the number of well managed affordable homes (and associated support services) available across all tenures to meet the housing needs of Newcastle residents

– those who require affordable rented homes in the social or private sector; households who wish to remain “independent at home”, first time buyers who wish to enter the home ownership market but require assistance to do so; households who require care and support to live independently; households who can secure suitable housing through access to crisis intervention services or tenancy/welfare services.

 Develop robust and systems based research from which investment decisions can be made. In particular producing good practice and options for development of self build accommodation; co-operatives; new models of housing with care and support which retain individual independence and meeting the needs of households who require bespoke wheelchair standard accommodation.

 Work alongside Development Management and Property and Asset Management within the Council to produce a supply of sites suitable for a wide range of housing products. The team are currently assessing all SHLAA and non SHLAA sites for housing capacity; market; major technical issues which would impact on viability; environmental factors; relationship to surrounding neighbourhood and adjacent “uses”.

 Share and document asset management and investment plans of third sector, care and support providers, and registered provider s to ensure that they are aligned with the City’s priorities for new housing by December 2012.

 Work with private sector landlords and investors to maximise the availability of well managed rented properties for households in housing need thus preventing homelessness.

 Implement a range of measures using HCA and matched funding to upgrade more than 40 private sector empty homes and make them available for letting.

 Ensure the planning and delivery process are efficient to allow Leazes Homes new build programme to be delivered to time and within budget, and to make sure the necessary funding pipeline (capital receipts and prudential borrowings) are aligned.

 Prepare proposals for a pipeline of new affordable, support and older persons housing schemes to be used as a basis for bidding priorities to the HCA or Department of Health; or as a basis for development briefs for use with developers. [A new bidding round is anticipated for 2013/14].

 Work with developers to ensure that affordable housing obligations are fulfilled across designated sites.

 With the HCA develop a joint investment plan to underpin housing delivery as part of our obligations under City Deal.

 Assess work undertaken by external consultants (working to the Newcastle / Gateshead

Housing Advisory Group funded by BNG legacy) which proposes different investment and delivery models to bring forward larger brownfield sites within the core urban area.

 Produce a draft forward plan for new developments/investment across all tenures and client groups for the period 2013.

better homes. better places. better lives 5


4. Our recent successes

During the last year we achieved a number of successes which support our priorities.

 We helped facilitate 946 new additional homes in the City, including 140 new homes at

Newcastle Great Park and 67 at Orchard Way Blakelaw. [This has helped to retain population within the city and reduced out migration by providing a range of housing choices to better meet needs. Of these 32 provided accommodation for people with a disability].

 In partnership with developers and housing providers, including YHN and Leazes Homes, helped deliver 144 affordable homes as part of the overall new build activity.

 We have used council resources to maintain the delivery of housing development and kickstart brownfield sites that otherwise would stagnate without intervention

 Working under the Joint Venture agreement for Scotswood, we secured planning permission for phase one for the largest development in the North East for 377 new homes

. We have used £19m HCA/ BNG funding to de-risk Scotwood and bring the site to the market during adverse economic conditions

 The house building programme across the City generated / safeguarded in excess of 1,400 direct jobs and many more in the supply chain (based on each home built creating 1.5 direct full-time jobs 1 ).

 We worked with private sector landlords in the city to tackle inadequate management of private rented property. 51 landlords signed up to the Newcastle Private Rented Services

Standards covering 463 properties. We provided training on good property standards to 97 landlords. We accredited 176 properties. We provided funding to install hard wired smoke detectors to 12 properties.

 To ensure the continued delivery of affordable homes we facilitated the borrowing arrangements and agreed a steady supply of land for the YHN / Leazes Homes new build programme.

 In the private rented sector we assisted 362 people with accessing accommodation, including 119 homeless priorities families. We provided advice and support to ensure that

156 tenancies were sustained and carried out 131 inspections to ensure that they were up to an acceptable standard.

 The Byker Community Trust was established and registered with the Financial Services

Authority as a Provident society. This transferred the ownership 1,808 YHN homes to a tenant led board with the ability to attract funding of up to £40m in the first 20 years to be invested in the Byker Estate.

 YHN achieved 'Excellent' status in the Social Housing Equality Framework, a measure of diversity and equality practice and understanding of the communities that we serve.

 We brought 294 private empty homes back into use. We have used the rent deposit scheme on 149 of these to assist vulnerable tenants to access affordable rented accommodation. This has removed blight and made a difference to individual streets across the City.

 We improved 26 private properties at Enslin Street using BNG funding to contribute to improving the quality of place in Walker

1 National Planning Framework Fact Sheet. September 2011 better homes. better places. better lives 6


 YHN improved 4,033 council homes to a decent standard, delivering 3,554 new kitchens;

2,038 new bathrooms; 653 rewires, as well the installation of renewable technologies to reduce the energy bills of 821 households. This has expanded the rental life of Council house stock and improved the sustainability of our estates.

 Leazes Homes made a successful bid to the Homes and Communities Agency to decommission an old sheltered housing scheme and re-provide extra care housing on the site. It will provide 40 apartments for rent with access to 24/7 care and support services.

 408 solar panel installations and 3,740 insulation measures were carried out. This has reduced household bills and contributed to Newcastle becoming the Green Capital by

2014.

 The Council’s Housing and Welfare Rights Service received over 30,000 enquiries and prevented 3,798 households from becoming homeless through Active Inclusion Newcastle, a coordinated approach to delivering welfare rights, debt and housing advice services.

 Housing related support services commissioned under the Supporting People programme helped 1,354 individuals to move on positively from short term supported accommodation into independence; with 10,376 people receiving housing related support at any one time.

This has prevented crisis or movement into residential care

 We provided 261 disabled facility grants (DFG) to assist people to remain safe in their homes. This has reduced costs for residential care, prolonged independence and reduced

NHS costs associated with falls.

 We developed an innovative mortgage product for Riverside Dene to allow households that would not normally be able to enter the market to access owner occupation. We are exploring the further use of the Local Authority Mortgage Scheme for other key sites.

 We reduced Category 1 hazards in 186 homes, resulting in a reduction in people experiencing slips, trips and falls in the home.

 We successfully bid for and received £652k of empty homes funding to bring 135 empty private sector homes back into use.

 We were successful in agreeing £786,530 of Section 106 (S106) contributions as part of planning approvals. £229,914 was received for open space and infrastructure works to upgrade quality of place.

 We awarded support funding from the Newcastle Fund to a number of organsiations. o Tyne Housing was awarded £48,543 to assist with their Better by Half scheme to enable socially excluded individuals to access meaningful training opportunities to further their employment chances. o Tyneside Cyrenians were awarded £55,612 to offer safe, confidential and supportive services to women involved in the sex industry so they may access mainstream services linked to treatment, housing and healthcare.

 We developed and agreed a new allocation policy which offers those in the most housing need the best opportunity of finding a home. Newcastle led the sub regional partnership to develop an overarching web based choice based lettings scheme called Tyne and Wear

Homes. better homes. better places. better lives 7


5. Resources

The ability to deliver our housing priorities is dependent upon a range of capital and revenue funding sources. Public subsidy available to fund new affordable housing has been cut since

2010. The ‘national affordable homes pot’ for 2011 – 14 is less than half that available in 2008

– 11. The grant rates for rented homes have been slashed from an average of £40K per unit to a little over £20K per unit. The removal of the Housing Market Renewal (HMR) Pathfinder means that we no longer have access to around

£20M of regeneration funding each year.

To help us deal with these spending cuts the Council created a £25M “Future Homes Fund” to help accelerate delivery of more homes on more sites. This Future Homes Fund is an amalgamation from a variety of sources, namely:





New Homes Bonus (including affordable housing uplift)

 Community Infrastructure Levy (for support infrastructure post 2014)

 Section 106 monies for affordable housing provision

Potential draw down of increased Council Tax revenue

 Council capital receipts (money obtained from the sale of council assets)

It is expected the fund will provide leverage for further inward investment.

The £25m is a conservative estimate of the income that can be achieved over the next five years. As part of managing this fund we will develop and deliver a Joint Investment Plan in partnership with the Homes and Communities Agency (HCA). Using HCA resources and the

£25 million Future Homes Fund we will deliver homes within the urban area to help improve the functioning of the housing market in Newcastle, as per our City Deal agreement.

The City Council also bid for a share of the national £150m empty homes funding. We were successful in our bid for Empty Homes Cluster funding for £491,776 to bring 125 empty homes back into use in the areas of Byker & High Cross selective licensing areas; Howden Road area

& Cowgate. This amount wi ll be match funded by the Council. We also received £160k for an

Empty Homes Leasing scheme to be managed by Leazes Homes to bring back into use 10 empty homes for rent.

The Cyrenians also received £500k from the HCA and the Big Lottery Fund to identify and bring back into use 25 long term empty properties across Tyne Wear for the purpose of providing support. The Council is working with the Cyrenians to identify suitable properties and support networks within the City.

The Council in partnership with house builders has bid for a share of the national Get Britain

Building Programme, a £400m investment fund to support house builders to unlock stalled sites. This funding will help 'kick start' housing development in Scotswood and Ouseburn.

The Council has also been successful in its bid for 'City Deal' status. The cornerstone of this deal is a commitment by government to ring-fence business rate income in four growth sites in

Newcastle and Gateshead, and to retain them locally. This unique arrangement will allow both councils the financial freedom to deliver ambitious plans for private sector-led growth, initiating a £90 million infrastructure programme, and over the next 25 years to secure £1 billion of infrastructure investment and create around 13,000 additional jobs. better homes. better places. better lives 8


Below is a summary of the sources of funding for housing related activity for 2012/13.

Activity

£

Used for

Your Homes Newcastle (YHN) activity

New housing

CLG Homelessness Grant

139.187m

£67,532m : Housing Revenue Account - Capital

Programme. To be used for Decent and Non Decent

Homes.

£71,655m : Housing Revenue Account -Revenue

Programme. Used for repairs and maintenance; general management; special services management

9.674m

- HCA Gap funding, including for affordable

Housing*

- Leazes Homes NCC contribution

- Get Britain Building

- Brownfield site development innovation fund

482,470k

- Tackling and preventing homelessness

- Includes 40k to Cyrenians for employment work

Support and Supported housing 13.963m

- Supporting people

- NCC contribution to Extra Care (£50K)

Empty Homes Funding

Tackling fuel poverty

520,500k - Living over shops

- Empty homes cluster funding

- Leazes Homes empty homes leasing

1m - Start up costs for Green Deal**

- NCC contribution to Warmzone

Private sector interventions 102,000k - Rent Deposit Scheme

- Landlord incentives scheme / training

- Mortgage guarantee

- Accreditation incentive

Helping people remain in their own home

1.972m

- Disable Facilities Grant (DFG)

- Helping Hands home loans

- Discretionary Housing Payment

*

Based on the average grant spread over the HCA funding period 2011 - 2015

**

£900k of which is 3 year funding

Additionally the 900 new build units expected to be delivered this year will lever in approximately £80m of private sector investment, and create up to 1,350 direct full-time jobs and many more in the supply chain 2 .

2 National Planning Framework Fact Sheet. September 2011 better homes. better places. better lives 9


6. Delivering our housing priorities

Our priorities can only be delivered through working closely with the community and key partners.

Who will be involved in delivering our housing priorities?

 Tenants and residents

 Developers

 Registered Housing Providers

 Homes and Communities Agency (HCA)

 YHN

 The Cyrenians

 Private landlords and letting agents

 The Elders Council





Newcastle Tenants' and Residents' Federation (NTRF)

 Safe Newcastle Partnership

 Other stakeholders

Elected Members

 Council officers

How will the vision be delivered:

 Through the development management process – developer contributions through S106 and the Community Infrastructure levy (post 2014)

 Newcastle Housing Delivery Programme

 Through the strategic Housing Land Availability Assessment (SHLAA) and the Strategic

Land Review (SLR)

 Regeneration programmes





Statutory agencies including health





Community and voluntary sector organisations

Council’s programme of works such as the Joint Venture

A well managed private rented sector

7. Monitoring & Evaluation

It is essential we manage and report on our performance to ensure we continue to hit the targets set; are continuously trying to improve and to ensure we achieve our corporate objectives.

We will ensure effective monitoring of the key indicators taken from the actions list, identifying and addressing any potential issues as they arise. The Portfolio Holder for Housing is responsible for ensuring actions contained within the key actions list are delivered in a clear and transparent way.

Monitoring of the Delivery Plan will be undertaken quarterly by the Council's Housing Board.

An annual progress report will placed on the Newcastle City Council website. better homes. better places. better lives 10


To ensure actions have real outputs and are meaningful to people we will coordinate and evaluate information on people's perceptions of housing in the City. This customer insight

will give an understanding of:



 perceptions of the quality and facilities of new build properties views of private rented sector tenants and landlords who use our services

This will complement tenant satisfaction and customer insight surveys already undertaken by

YHN and our registered housing provider partners as well as customer satisfaction feedback on disabled facilities grants.

An impact assessment has been carried of this plan to consider the potential positive and negative impacts of the aims. The following types of impact are included in the assessment:

 Equality





Social inclusion

 Community cohesion

 Health

Sustainability

Delivery of the key actions will include tasks to achieve the intended outcomes identified in the impact assessment. Progress against these outcomes will be included in the monitoring arrangements for the Housing Delivery Plan and refreshed on an annual basis.

The delivery plan and evidence base will be reviewed and updated annually. The update will be placed on the Council's website alongside the annual monitoring report

Note: An Equality Impact Assessment has been carried out of this plan.

This is issued as a separate document, which can be found on the Council’s website.

8. Future updating of the delivery plan

The delivery plan will be updated to ensure it remains relevant, factual and deliverable. This will be carried out via consultation with private landlords, Registered Providers - with whom we work together on plans to deliver affordable housing, residents, house builders and charitable bodies.

This will be undertaken following the council-wide financial review scheduled to be concluded in February 2013. Following this the Fairer Housing Delivery Plan will be updated and reported back to Cabinet for sign off as a robust and deliverable three year housing delivery plan.

Please see Appendix Three for the methodology and timeline for future consultation. A full consultation plan has also been produced to provide more detail of groups to be consulted and key dates

.



9. Top 15 Key Indicators at a glance

Key Indicators:

Gross number of affordable homes provided (for rent, shared equity & discount purchase)

Number of new homes provided

(including the affordable element)

Specialist housing for older people

Supported housing

Bed & Breakfast use for homeless people

Rough sleeping

Prevention of homelessness

Number of private sector homes brought back into use:

- Total number of empty

homes brought back into use

- Including a number of empty

properties requiring high

capital costs to make them habitable

Additional YHN stock made decent

Tenant Satisfaction with the housing Service provided by YHN

10

Reduction in the number of homes affected by Category 1 hazards as defined by the Housing Act 2004.

Number of home improvement loans granted

(Helping Hands)

Number of Disabled Facilities Grants (DFGs) provided

1,695

83%

*

100

50

300

100%

Nominations from registered providers to new build properties

*

Target up to 2013/14

Please see Appendix One for more detail of how the Top15 Key Indicators were established.

Targets

100

900

49

-

0

<3

3,400

200 better homes. better places. better lives 12


10. Key Actions List



Priority 1: A Working City

Aim

:

Creating good quality jobs and helping local people develop the skills to do them

Ref Aim Activity Action Lead responsibility

Delivery partners

1.1 Local people benefit economically from house building

( employment / apprenticeship )*

Use housing related activity to generate apprenticeships, employment and training opportunities

Apprenticeships created as part of the YHN new build programme

Secure training, employment,

& apprenticeships as part of

S106 requirement of major developments

(10 units or more)

130 training weeks generated as part of the 55 dwellings to be built at the Benton Park

Road Scheme

Employment of people by The

Cyrenians as part of project to purchase and renovate up to

25 long term empty homes.

E&R

YHN

Economic

Development

Unit (NCC)

Economic

Development

Unit (NCC)

The Cyrenians

Timescale Outputs

Keepmoat

City Build

Barratt

Homes

Rolling programme

House builders

Development

Management

(NCC)

Taylor

Wimpey

Ongoing

Over the lifetime of the project

52 apprenticeship places created / safeguarded from 2011 to

2015

130 training weeks generated

Corporate

Plan

Outcomes

Everyone can develop their skills to build a career that realises their potential

Yearly up to

2015/16

A number of people given skills training

(approx 20 over

3 years)

14 better homes. better places. better lives


Employment of local people as part of the

NGP development:

- 40 apprenticeship and

training opportunities

created over the

remainder of the

development

Economic

Development

Unit

Taylor

Wimpey

Over current s106 agreement up to 2021

40 apprenticeship

& training opportunities created

Employment of local people as part of the Benwell Scotswood regeneration:

- 40 sustainable jobs

created over the life time

of the programme (7 in

the 1st phase).

- 75 apprenticeships



the 1st phase).

- 65 people obtaining

vocational qualifications



the 1st phase).

New Tyne West

Development

Company

(NTWDC

House builders

Economic

Development

Unit

15 year

Rolling programme

Refer at least 85 housing service users into Newcastle

Futures or other employment services

Support 30 long term unemployed tenants into paid employment

YHN

YHN

Newcastle

Futures

31/03/2013

31/03/2013

7 jobs created in Phase One

15 apprenticeships created in

Phase One

13 vocational qualifications created in

Phase One

85 unemployed tenants referred to employment services

30 tenants into paid employment

*Please Note: The above lists some of the employment, training and apprenticeship opportunities generated due to our house build activity. Additional opportunities are also created as apart of S106 agreements on other construction projects including retail, commerce and leisure .

Everyone can develop their skills to build a career that realises their potential better homes. better places. better lives 15

2.1


Priority 2: Decent Neighbourhoods

Aim: Working with local communities to look after each other and the environment


Provide new housing, including more affordable housing to meet needs

Deliver more affordable housing

Key Indicator

Total (gross)

Number of new homes provided

(including the affordable element & the

Leazes Homes new build activity set out below)

Key Indicator

Deliver 100 additional affordable homes (gross) across the City

2012/13: Build up to 900 new homes.

Leazes Homes new build activity

2012/13: 44 new homes

FHU

FHU

Leazes Homes


Leazes

Homes,

Registered

Providers

(RP’s),

House builders

YHN

House builders

YHN/Leazes

Homes

Timescale

Annual

Target

(reviewed in 2016)

Annual

Target

(reviewed in 2016)

Outputs

100 affordable homes delivered

900 new homes delivered

(gross)

Corporate

Plan

Outcomes

Everyone is able to have a choice of a home that is warm, dry and meets their needs

32 family homes & 12 bungalows

- March

2013

44 new homes provided by

Leazes

Homes better homes. better places. better lives 16


Attract funding to assist with delivering more new homes

Bid for funding as part of the

Government's 'Get Britain

Building' programme to help

'kick start' development at

Scotswood & Ouseburn

FHU

Understand the needs for student accommodation

Work with the universities to understand the numbers of bed spaces required

Universities /

Private developers

Continue with the regeneration of the remaining

Riverside Dene area

- Finalise demolition of the

five remaining blocks

- Using a development budget of £100k c arry out assessment for potential mix of uses of cleared land that will bring jobs, training, homes and

leisure facilities to the area

- Develop a detailed communication and consultation plan & business case

YHN

House

Builders

HCA

FHU

DM

Student

Forum

Developers

Private enterprises

Newcastle

College

FHU

Notified if bids have been

Additional funding secured via successful

Sept 2012 the Get Britain

Building programme

31/02/2013 A clear understanding of the future housing needs of students is established

30/09/2012

31/12/2012

31/03/2013

A Master Plan for Riverside

Dene drafted

Everyone is able to have a choice of a home that is warm, dry and meets their needs better homes. better places. better lives 17


Delivery of 1,800 new homes, including 15% affordable, in

Scotswood and

Benwell via the

New Tyne West

Development

Company

(NTWDC)

Complete site remediation work for Phase One (377 homes including 58 affordable)

- Transfer site to NTWDC

and start on site

(Phase One complete Jan

2015)

NTWDC

FHU

Deliver new housing as part of the wider regeneration of the Lower

Ouseburn Valley

Deliver new housing as part of the Walker

Riverside programme

- Planning application to

cabinet

- Commence Phase One

programme of 71 homes

- Completion

- Discussion on future phases

Cabinet agreement

Rivers Gate Phase 2. Bring forward the development of 39 homes for affordable rent:

(11 two bed houses;

23 three bed houses;

5 four bed houses)

- Hibernian Village Phase 3.

Go out to tender for partner to deliver up to 41 new homes by 2015

- Tenders returned

- Heart of Walker proposals of mixed use (retail, leisure, residential) to cabinet

- Start on site

FHU

FHU

FHU

Fabrick

Housing

Group

Carillion /

Igloo

Get Britain

Building

PfP

December

2012

December

2012

Site remediation work for

Phase One complete & work started

July 2012

Start on site

Sept 2013

Planning application for

Lower

Ouseburn approved

Dec 2014

Ongoing

July 2012

On site July

2012

(Complete

Jan 2014)

Delivery of 39 affordable homes at

Rivers Gate

Phase Two

Private house builder

31/03/2013 Partner selected for

Phase 3 of

Hibernian

Village

Oct 2012

Dec 2014

Mix of development agreed by cabinet better homes. better places. better lives


18


2.2 Provide housing management services which are viewed by residents and other local stakeholders as visible, proactive and responsive

Deliver a comprehensive concierge service

(concierge plus)

Upgrade and connect 95% of concierge properties to the enquiry centre

Tenant satisfaction with the housing service provided by YHN

Key Indicator

Engagement with

RPs to agree estate and management standards for the

City.

Work towards achieving a

83% satisfaction rating in

2013/14

- Gather best practice on

estate and management

standards

- Draft standards

- Consult on standards

- Implement standards

YHN

YHN

FHU

2.3 Improve the management of private rented housing across the City

Provide support and training services to private sector landlords

- landlords using management support services, such as

advertising and tenant

checking, provided by the

council

- landlords given advice & training on how to manage their stock and provide a good service to their tenants

FHU better homes. better places. better lives

ACS

RPs

NTRF

31/03/2013 95% of concierge properties connected to the enquiry centre

31/03/2014 Increasing tenant satisfaction

31/03/2013 An RP estate management standard agreed & implemented

Everyone feels they live in a clean, safe, friendly neighbourhood with facilities that meet their needs

RSPP 31/03/2013 150 landlords using management support services

50 landlords given advice & training

Everyone feels responsible for the area where they live and for looking after their environment

19


Apply the

Lettings Board

Code (Regulation

7 Direction) within the Area of

Housing Mix

(AHM) - (South

Gosforth,

Jesmond,

Sandyford, Spital

Tongues, Heaton

(part area)

Apply planning restriction in unusually high areas of private rented housing to limit further shared housing

Improve the management of private housing through targeted action.

Determine through consultation which option to take forward:

- Lettings board in the AHM

to be subjected to size,

shape and timescales

criteria; or

- No lettings boards

permitted in certain

streets within the AHM

- Apply to the Secretary of

State for a Regulation 7

Direction under the Town &

Country Planning Act 2007

- Implementation date

determined by approval

from the Secretary of State

Extend an Article 4 Direction to high West Jesmond

Carry out formal consultation on extending an Article 4

Direction in St Gabriels

Carry out informal consultation on applying an Article 4

Direction in Elswick &

Wingrove

Under the requirements of the

Housing Act 2004 continue the licensing of Homes in Multiple

Occupancy (HMO)

FHU

FHU

RSPP

DM

DM better homes. better places. better lives

Mid July to

Oct 2012

November

2012

Lettings Board

Code applied to areas experiencing high volumes of 'To Let' signs

Following approval from the

Secretary of State

Dec 2012

July to Oct

2012

Sept 2012

Article 4 extended to areas experiencing high volumes of shared housing

Ongoing

Everyone feels responsible for the area where they live and for looking after their environment

20


2.4

Seek new ways of involving communities in housing and management decisions

Undertake work to promote the

Private Rented

Service to landlords and tenants

- Publicise via City Life

- Advertise service via

customer service centres,

direct mail and networking

events

FHU

Increase the number of private landlords signed up to the

Landlord

Accreditation

Scheme.

Work with private sector landlords to accredit family type properties

RSPP

Tackle rogue private sector landlords through a range of regulatory enforcement tools

Transfer the management and investment responsibilities for the Grade II* listed Byker

Estate to the

Byker Community

Trust to attract

£40m of investment in the first 20 years

Take appropriate enforcement action as necessary including the use of Management

Orders

Transfer ownership of the estate and all its buildings to the Byker Trust

Deliver the 4 key investment projects:

- Refurbishment of the Byker

Wall Estate

- Major external

environmental works

- Energy efficiency

improvements

- Refurbishment of non-

residential buildings

RSPP

Byker

Community

Housing Trust

FHU

National

Landlords

Forum

YHN better homes. better places. better lives

Oct 2012

- Sept to

Dec 2012

Services of

FHU promoted to private sector landlords

31/03/2016 30 private sector family houses accredited

(per annum) needs

Ongoing Improved management standards in the private rented sector

July 2012

Achieved 

(overall contract up to 2017)


21


Encourage people to develop their own community housing options

Undertake assessments of 3 possible sites within the City suitable for self build projects:

- Canvas works, Ouseburn

(Ouseburn Development

Trust)

- Cell C, Newcastle Great

Park (Persimmon Homes)

FHU

In keeping with the requirements of the HCA and localism, set up a tenants panel to resolve complaints

- Explore interest at the former

leisure centre Cowgate

- Develop structure,

procedures and terms of

reference

- Recruit & train panel

members

Engagement with private sector tenants to ensure information sharing on expected physical and management standards

- Hold first panel sitting

- Explore setting up a private sector tenants forum

YHN

FHU

NTRF

House

Builders

Community & voluntary sector

31/03/2013

31/03/2015

31/03/2016

To be explored

Assessment of

3 sites suitable for self build completed

NCC

NTRF

Members

FHU

Private sector tenants

RSPP


31/03/2013 Tenants' Panel established

31/03/2013 Engagement with private sector tenants complete

Everyone feels responsible for the area where they live and for looking after the environment better homes. better places. better lives 22


2.5 Make better use of existing homes

Allow people to remain living in their own home

Key Indicator

Ensure YHN homes that come up for re-let are occupied quickly

Provide Disabled Facilities

Grants (DFG) to those requiring adaptations to allow them to remain living in their own home

Reduce the average time taken to re-let all YHN properties

Explore alternative uses for former private sector student housing in certain quarters of the

City

Review uses for bedsit type accommodation within sheltered schemes

Work with private landlords and lettings agents to identify alternative clients

Carry out an appraisal of bedsits in sheltered schemes to assess if these can be used to provide housing options for other groups, i.e. single people affected by Welfare

Reform

Enforce the nominations protocol with registered providers (RPs)

Key Indicator

Achieve 50% nominations from RPs to existing properties

Achieve 100% nominations from RPs to new build properties

FHU

YHN

FHU

YHN

FHU better homes. better places. better lives

YCH

Private

Landlords

ACS

FHU

Anchor Trust

31/03/2013 Up to 300

DFGs provided

31/03/2013 Average re-let time reduced to 16 days

31/03/2013 Engagement with private sector student landlords

March 2013 Best use made of bedsits in sheltered housing


YCH

Tyne & Wear

Homes

Registered

Providers

31/03/2013 A coordinated approach to the allocation of affordable housing

23


Increase the number of empty homes brought back into use.

Key Indicators

- Identify and target empty homes to bring back into use, (including as part of

HCA cluster funding for the areas of: Byker, Cowgate,

High Cross & Howden Road area).

- Target long term empty

homes requiring high capital

costs to bring them back into

use

FHU

- Lease 10 empty private sector homes to be let on assured short-hold tenancies via the waiting list (£160k

HCA funding)

Leazes Homes

FHU Living over shops - Initiate project looking at the feasibility and cost effectiveness of converting empty spaces above shops in the City Centre into homes;

- 150 empty spaces

converted into homes

Make best use of

YHN managed homes

Develop a new succession and assignment policy to ensure a fair access to YHN managed housing and to meet strategic fit with the needs of the City

FHU

RSPP

Private landlords

HCA funding

Cyrenians

31/03/2013

(40 empty properties brought back into use using empty homes cluster funding)

Funding applies up to March

2015

Property

Services

City Deal funding

YHN

A total of 200 empty homes brought back into use overall (per annum)

10 long term empty homes brought back into use

(per annum)

31/03/2013

Overall project up to

31/03/2017

Living over shops feasibility study completed

31/03/2013 A new succession & assignment policy adopted


Everyone is able to have a choice of a home that is warm, dry and meets their needs better homes. better places. better lives 24


2.6 Enhance the existing housing offer by tackling homes in poor condition .

Improve the condition of private housing.

Key Indicator

Review multi-storey designations in response to welfare benefit reforms and comply with local lettings plan policy

Review the amount of leased accommodation in order to bring more properties into the allocations system for letting to general needs applicants

Provide home improvement loans by promoting the

Helping Hands Financial

Assistance Scheme to those on low incomes

Undertake leafleting in targeted areas to promote the

Helping Hands scheme .

Reduction in the number of homes affected by Category 1 hazards (as defined by the

Housing Act 2004).

FHU

FHU

FHU

RSPP

Improve the condition of social housing.

Key Indicator

Deliver the Modern Homes

Programme priorities to YHN homes

YHN

YHN

YHN

31/03/2013 A review of designations of YHN properties completed

31/03/2013 Review of

YHN leased properties completed

Home

Improvement

Agency

March 2016

Sept - Oct

2012

50 home improvement loans granted


FHU March 2016 The reduction of 100 homes

(per annum) affected by

Cat 1 hazards

March 2013 An additional

1,695 YHN homes made decent in

2012/13 better homes. better places. better lives 25

2.7


Reduce crime and anti-social behaviour in neighbourhoods and increase awareness of reporting mechanisms

Initiate multiagency problem solving activity to address crime & community safety issues within identified priority neighbourhoods

(Byker, Walker,

Scotswood/Benw ell, Fenham,

Cowgate)

- Stand Alone Problem

Solving (SAPs) to address the issues identified by the

Analyst Working group & led by Community Safety

Officers

- SAPs activity to be monitored & supported by

Safe Neighbourhood arrangements

Safe Newcastle YHN

RSPP

FHU

01/05/2012

31/05/2012

Reduction in crime levels within priority areas


Improve existing levels of confidence & feeling of safety in priority neighbourhoods

Develop a victim led approach to tackling antisocial behaviour

Provide mediation support to resolve neighbourhood disputes

- Respond to issues &

localities in priority

neighbourhoods identified

from resident engagement,

data or resident surveys

- Hold 30 panel meetings to ensure adequate support for vulnerable victims of ASB

- Use information from Victim

Satisfaction Questionnaires to develop the support service

- Minimum of 100 victims supported

- Commission the delivery of training packages

- Establish a practitioners' forum

Safe Newcastle

Safe Newcastle

RSPP

YHN

RSPP

FHU

YHN

FHU

ACS

Safe Newcastle YHN

RSPP better homes. better places. better lives

31/03/2013

Between

April 2012 -

March 2013

31/03/2013

31/03/2013

Oct 2012

March 2013

Reduction in crime levels within priority areas


26


Develop multiagency working through MARAC

(multi-agency

Risk

Assessments)

Run targeted student burglary reduction programme, focussing on the top 10 most vulnerable streets in each student area using a combination of marketing campaigns & technological burglary solutions

- Risk assessment training developed

- 10 agencies trained in risk assessments

- Run 10 campaigns through the year

- Reduction in student burglary rates to be no more than number recorded in 2011-12

Safe

Newcastle

RPs

Voluntary sector

May 2012

31/03/2013

Universities

Student

Unions

RSPP

Private landlords

FHU

31/03/2013 Reduction in student burglary rates

Everyone feels they live in a clean, safe, friendly neighbourhood with facilities that meet their needs better homes. better places. better lives 27


Priority 3: Tackling Inequalities

Aim: Tackling discrimination and inequalities which prevent people from fulfilling their true potential



Timescale

3.1 Tackle inequalities on our estates and neighbourhoods

Ensure the housing management service is equitable and fair

Produce equality & diversity action plans, informed by demographic analysis for 6 service areas.

Complete all actions in the

Stonewall Workplace Equality

Index Improvement Plan

YHN

31/03/2013 Equality and

Diversity plan for the 6 service areas in place

30/09/2012

Outputs

All actions in the

Stonewall

Equality Index completed

Corporate

Plan

Outcomes

Inequalities are reduced

Hold two activities to target difficult to access groups and promote consultation

Develop & deliver a good citizenship programme aimed at young people living on our estates

Children's

Services

31/03/2013 Consultation promoted to difficult access groups

31/03/2013 Good citizenship programme delivered to young people living on our estates better homes. better places. better lives 28


3.2 Address fuel poverty and

CO

2

emissions of homes

‘Green’ existing homes to address fuel poverty

Initiate the 'Green Deal' to improve the energy efficiency of domestic properties by offering consumers energy efficiency improvements to their homes

Continue with Warmzone programme of insulation packages.

Warm up North partnership

FHU

CEX

Warmzone

Minimise the impacts of fuel poverty for YHN tenants

Develop a strategic approach to fuel poverty

YHN NCC

Energy providers

Procure energy provider partners -

April 2013

Commence project

June 2013

Up to

15,000 homes treated by

2016 -

(2,000 in

Newcastle)

Green Deal energy partner selected and project initiated

April to Dec

2012

= 3000 measures installed

Closure of

3000 insulation packages installed to approx 2,500 homes programme in

December

2012

30/09/2012 YHN Fuel

Poverty strategy initiated

Inequalities are reduced better homes. better places. better lives 29


3.3 Ensure people can access a range of housing options .

Support the widening of the type of housing product available in the City

Develop a housing mix

Supplementary

Planning

Document (SPD) to provide direction to house builders on extending the variety and mix of housing in the

City

- Promote alternative finance packages for home owners - shared ownership, discounted purchase, First

Buy schemes

- Partake in Local

Authority Mortgage

Scheme (LAMS) to stand guarantor to a proportion of the deposit for new properties in Scotswood

- Develop draft SPD

- Carry out formal

consultation

- Adoption by Cabinet

FHU

FHU

RPs, YHN,

House builders

Planning

Policy

DM

Within

Ongoing schemes

Launch scheme by

31/03/2013

Nov 2012

Jan to Feb

2013

May 2013

Local Authority

Mortgage

Guarantee

Scheme launched

A Housing Mix

SPD adopted and communicated to house builders



Respond to the changes in the

Welfare Reform

Act 2012

- Undertake an assessment of the impacts of the under occupation penalty in social housing for working age housing benefit claimants

- Provide information and options to those affected by the under-occupation penalty

- W ork with Registered

Providers and the Homes and Communities Agency to assess the impact of welfare reform upon the long term asset management and growth plans for social housing in Newcastle

YHN

Increase access to private rented accommodation to meet housing need

Continue the Rent Deposit

Guarantee Scheme to allow

200 low income households to access private renting

FHU

Advertise private rented properties via Tyne & Wear

Homes website

FHU

Revenue &

Benefits

All work to be completed in advance of the underoccupation penalty going live in

April 2013

A clear understanding of who is affected by underoccupation

------

All those affected have been visited & given advice

Private

Landlords

RSPP

YCH

T&W Homes

RSPP

Private landlords

31/03/2013 200 low income households assisted to access private renting

31/12/2012 The Private rented sector now represented as a housing option on Tyne

& Wear Homes website



Respond to the requirements of the Localism Act

2011

Engage positively with the private sector to develop housing based models of care & support

Develop a Tenancy Strategy that outlines Newcastle's approach to fixed term tenancies, and consult fully with partners and stakeholders

Design guidance to be written to advise house builders and care providers on best practice build and environment standards for housing with support in Newcastle

FHU

FHU

Deliver core and cluster accommodation for vulnerable care and support user groups which is able to facilitate care and support staff.

ACS

FHU

3.4 Ensure older people can access housing options and services to live independently .

Promote the use of Tyne and

Wear Homes website with older people

Develop housing options suitable for older people

Key Indicator

Hold two training & awareness raising events with older people

Deliver 22 units of specialist housing for older people in

Andrew Court Walker

FHU

Home Group

YHN

RPs

January

2013

A Tenancy

Strategy adopted ahead of the Jan 13th

Deadline

ACS

DM

Housing

Providers

House

Builders

Care and support providers

YHN

Quality of

Life

Partnership

Elders

Council

FHU

31/03/2013 Design guidance produced and communicated that shows best practice for

31/03/2013 Core and

Cluster support supported housing delivered to vulnerable groups

31/03/2013 Test if the Tyne

& Wear Homes website is user friendly for older people, & adjust accordingly

Inequalities are reduced

31/03/2013 22 units for older people at

Andrew Court delivered better homes. better places. better lives 32


Deliver 16 Bungalows at

Newbiggin Hall

Deliver 11 bungalows on

Pendower Way

ISOS

Leazes Homes

Pilot a 'Concierge

Plus' scheme based around models of supported housing

- Pilot a Concierge Plus scheme to two existing retirement housing schemes in the East of the City

- Evaluate pilot

ACS

Telecare services used to promote wellbeing and quality health and care, enabling people to live independently for longer.

Develop a flexible service model to support assisted living taking into account learning from the DALLAS bid

Work with developers and care providers to identify needs and to attract private finance

YHN

- Develop a market position statement identifying for older persons housing needs as well as opportunities and locations for development

- Cabinet approval

ACS

RP

30/09/2012 16 bungalows at

Newbiggin Hall delivered

31/03/2013 11 bungalows at

Pendower delivered

31/03/2013 Concierge Plus

Scheme piloted and evaluated

NCC

FHU

Planning

Policy

Care

Providers

Implement from April

2013 .

March 2013

Jan 2013

Flexible service model for older people developed and implemented

Market position statement for older persons housing adopted and launched

Everyone who needs care and support feels that they receive services that meet their needs better homes. better places. better lives 33


Undertake an appraisal of YHN sheltered housing to consult residents on the support services provided

- Carry out consultation with residents of the sheltered housing & their families

- Report findings of the review to YHN's Customer Delivery

Committee

(this action links to the appraisal of bedsit type accommodation under action 2.5)

- Implement any proposals identified as part of resident consultation

Practical support for older people to help them maintain living independently in their own homes

Encourage providers of handyperson services to upscale their services as part of a sustainable business model

YHN

ACS

3.5 Minimise the negative impact of homelessness on the lives of those affected & enable people to live independently

Provide suitable temporary accommodation and advice services for those experiencing homelessness

Lessen the likelihood of persistent rough sleeping

Key Indicator

Develop an emergency accommodation prevention hub at Cherry Tree View (new build homeless unit)

Lead regional rough sleeping programme and introduce the

'No Second Night Out' initiative

ACS

ACS better homes. better places. better lives

Sheltered housing residents and their families

Home

Improvement

Agencies

May to Oct

2012

30/11/2012

Jan to

March 2013

31/013/201

3

Sheltered

Housing appraisal completed & service adjusted accordingly to meet needs

Handy Person scheme more widely available

31//10/2012 New homeless unit delivered to cater for temporary emergency accommodation and alleviate crisis

HCA funding 31/01/2013 Reduction in number of people 'sleeping rough'

.

Everyone who needs care and support feels that they receive services that meet their needs

34


Improve long term sustainable outcomes for vulnerable groups

Extension of the Newcastle

Gateway to include mental health supported accommodation and floating support

Improve the range of support available for chronically excluded individuals to help them access and maintain their own tenancies.

- Work with The Cyrenians to pilot Housing First and personalisation for homeless people

- Develop flexible contracting arrangements for housing related support which is able to facilitate spot purchase arrangements for chronically excluded individuals

Provide suitable housing for those with mental health issues

- Demolition of existing site

at Scrogg Road Walker

- Start on site to provide 16

flats (including 4 crisis

flats)

- Re-provision complete

ACS

Cyrenians FHU

RSPP

ACS

Care & support providers

Charities

RSLs

30/10/2012

Sept 2013

31/03/2013

20 Housing First clients and 60 people helped through brief interventions and personalisation

Leazes Homes Developer Feb 2013

March 2013

March 2014

Demolition at

Scrogg Road complete and start on site underway better homes. better places. better lives 35


Improve the transition of vulnerable people from care and institutions into appropriate housing

-

Improve move on from supported housing into independence

-

Maintain vulnerable people's access to general needs housing & the prevention of eviction

ACS Care

Providers

RPs

31/10/2013

31/03/2013

YHN eviction rates less than

100 per annum

High prevention of homelessness through debt advice 600 pa

Everyone who needs care and support feels that they receive services that meet their needs better homes. better places. better lives 36

Appendices


Appendix One

How the Top 15 Key Indicators were set

The following outlines further information about the top 15 targets and the evidence and rationale behind each.

Target Rationale / Evidence

Gross number of affordable homes provided (for rent, shared equity & discount purchase)

Number of new homes provided

(including the affordable element)

The 2010 Newcastle/Gateshead Strategic Housing Market Assessment (SHMA) identified a need for 900 new homes per annum in Newcastle to help meet the shortfall in: family housing, housing for older people and affordable housing - all of which are needed to ensure Newcastle is able to meet housing need, as well as to fulfil its economic and population aspirations .

Data tells us that we need to provide more homes suitable for families in order to retain economically active households who have to look beyond Newcastle in order to meet their housing needs.

To support regeneration and economic growth strategies and to reduce the extent of family out-migration to adjoining areas, the SHMA identifies a need to provide mid-market family housing of 2 and 3 bedrooms as well as a significant proportion of larger 4 bedroom family units. Smaller units are also required to meet the needs of younger people forming their first home (first time buyers) which is a key factor in retaining young, economically active households in the area .

Evidence also shows that lower quartile house prices in Newcastle are still unaffordable for those on lower quartile incomes, with the multiplier against 2010 prices being 6.1 of lower quartile house prices to lower quartile earnings. The ratio of lower quartile prices to lower quartile incomes is higher in Newcastle than our neighbouring authorities, which suggests that people within this income bracket will currently look outside the City if they wish to purchase a property.

Output for

2012/13

100

900 better homes. better places. better lives 1


Specialist housing for older people

Supported Housing

The 2011 Older Person's Housing Impact Assessment Highlighted the following:

 an interest in specialist housing products, which meet aspirations for later life

 40.2% of the households surveyed were under-occupying their home by one bedroom and 27.1% by two bedrooms

 72.8% of older households prefer to stay living in their own home, but there is interest in specialist housing products

 Location and space standards emerged as two key considerations; the latter is a particular issue given that sheltered housing in the city is largely made up of either 1 bedroom or bedsit accommodation.

Building on this there is a need to identify suitable locations to provide up to 187 assisted living / Extra Care units for sale to cater for the needs of older residents

Along with the rest of England, the population in Newcastle is aging and the complexity of people’s needs is increasing. This is resulting in an increased demand for social care and support services.

Bed & Breakfast use for homeless people

Good quality, good value, well designed accommodation which is able to facilitate the delivery of flexible care and support services is key in enabling the City to respond to these challenges by helping people to remain living independently and reducing or delaying the need for residential or other institutional care services.

The Council’s Capital and Revenue Alignment Register is a list of c apital requirements associated with current and anticipated needs of care and support service user populations.

Newcastle has not used bed and breakfast to provide temporary solutions for homeless families since 2006. Using B&B type accommodation to house homeless families is not only expensive, but creates an environment that is not conducive to creating a sense of place for those housed temporarily via this route. For the sake of well-being, especially that of children, it is best that housing solutions are sought in mainstream housing and settled patterns established as early as possible. better homes. better places. better lives

49

0

2


Rough Sleeping

A verified rough sleeper is someone who has been found bedded down in the open air or other unsuitable living arrangements e.g. squatting or sleeping in a car. This agreed definition provides a systematic means of counting rough sleepers and distinguishing between those in acute need (roofless) and those with a housing need. The rough sleeping population in Newcastle is not a homogenous group and the reasons for rough sleeping as well as the health and social needs of the group are diverse and varied.

Combinations of problems vary, but usually, individuals have had long term problems often beginning in childhood and have had limited effective engagement with appropriate support services (both statutory and voluntary services). In addition there are likely to be other harder to verify manifestations of chronic exclusion e.g. sexual and financial exploitation. The average number of people sleeping rough on any one night in Newcastle at the end of March 2012 was 6. We feel that this figure is too many and for this reason have set a target to reduce it by half.

Prevention of homelessness

Having a place to call home is a basic human right. Around 3,000 households a year receive housing advice via the Housing Advice Centre (HAC), with a further significant number of households at risk of home loss. Given the current economic climate and how this can easily transcend into home loss it is therefore important that we maintain and publicise a service that provides advice on how to remain living in your home, or to provide advice on other housing options if this is not possible.

<3

3,400

Number of private sector homes brought back into use:

- Total number of empty

homes brought back

Most empty properties are only empty in the short term. It is when a home is empty for a longer period that problems arise. In addition to being a waste of a vital housing resource, these homes often attract vandalism and anti-social behaviour. Empty homes can rapidly spoil the built environment, creating local eyesores that seriously affect the value of neighbouring properties. Empty properties have been monitored for the last four years

into use using Council Tax data and physical counts. This has shown a steady decline in the number of short and long term vacant properties. Using a variety of approaches, both

- Including a number of

empty properties engagement and enforcement, the amount private vacant levels in Newcastle have

requiring high capital dropped. This downwards trend is the result of the increased demand for property across

costs to make them

habitable: homes, and removing the Council Tax discounts. To assist us to achieve our target on empty homes we bid for and received

£491,776 of CLG Empty Homes funding as well as

£160,000 of Empty Homes Leasing funding. This will be used for leasing and bring back better homes. better places. better lives

200

10

3

The Fairer Housing Delivery Plan 2012 - 2013 into use empty homes as well as targeting particular areas of the City suffering from high concentrations of empty homes. The Council will also match fund the CLG empty homes funding.

YHN stock made decent

Tenants' satisfaction with the housing service provided by

YHN

Reduction in the number of homes affected by Category 1 hazards as defined by the

Housing Act 2004.

Number of home improvement loans granted

(Helping Hands)

Poor housing blights neighbourhoods and contributes to health inequalities and health risks - both physical and mental. A key driving principle behind the creation of Your

Homes Newcastle (YHN) was that it would allow us to unlock central government funding to improve the decency standard of council housing. At that time the Government stipulated that all council housing should reach a standard called the 'Decent Homes

Standard' (DHS). YHN defined a higher standard than the DHS and called it the 'Modern

Homes Standard'.

This is a useful indicator that determines overall satisfaction with the housing services provided. It allows us to identify key areas of the service where we exceed expectations, and importantly where we can do better. It provides benchmarking against other providers in the sector to identify sharing of good practice.

Poor housing blights neighbourhoods and contributes to health inequalities and health risks - both physical and mental. To ensure we get children out of poverty we need to ensure that they are living in houses that are free of mould, and are sufficiently heated.

Fuel poverty has also been identified as a key risk area, resulting ill-health costs the NHS more than £750 million each year 3 , leading in part to over 20,000 excess winter deaths annually (nationally) 4 .

Our 2011 Private Sector House Condition Survey estimated the cost to tackle the City's nondecent housing in the private sector is £91.2m. Although our stock of private housing was better than the national averages, there were still 20,750 properties that failed to meet the decent homes standard, and within this group there were 6,840 properties where the occupiers were classed as vulnerable. To assist homeowners maintain their properties

Newcastle along with our sub-regional partner authorities have established a Private

Sector Housing Financial Assistance Policy. The Policy titled 'Helping Hands', includes a

3 Chartered Institute of Environmental Health. January 2011

4 Marmot Review: Fair Society Healthy Lives. 2010.

better homes. better places. better lives

1,695

83%

100

50

4

The Fairer Housing Delivery Plan 2012 - 2013 range of loan assistance types, and places emphasis on testing a client’s ability to contribute to the cost of works. The Policy follows the principles of loan first, grant last resort, and focuses on providing financial options for those who are excluded from mainstream sources of finance.

Number of Disabled Facilities

Grants (DFGs) awarded

Nominations from registered providers to new build properties

Introduced via the Construction and Regeneration Act (HGCRA) 1996 Disabled Facilities

Grants (DFGs) provide funding towards the cost of adaptations. They allow disabled people to live independently in their own home, and so increase the feeling of well-being.

The target set for 2012/13 is based on dealing with the current backlog of applications as well as the estimated number of new applications that will arise.

A DFG is only available to people who are disabled within the meaning of the

National Assistance Act 1948. This means that a DFG will not be granted to a person who is merely elderly or retired.

The aim of gaining nomination rights to RP properties is to ensure a single transparent and consistent allocation process for social housing that meet the needs of our residents.

It fits with the aims of our Tyne and Wear 5 Homes choice based lettings service which brings housing options into a single accessible multi-tenure housing options service

300

100%

5 Ty ne and Wear Homes is a partnership between Gateshead , Newcastle , North Tyneside and South Tyneside Councils , and their

respective housing organisations, to bring together an easier way to see all the housing options that may be available. www.tyneandwearhomes.org.uk/Data/ASPPages/1/30.aspx better homes. better places. better lives 5


Appendix Two

Lets Talk Consultation Findings

Nearly 15,000 people shared their views on improving Newcastle’s neighbourhoods and the housing offer as part of the Council’s ‘Let’s Talk’ events held throughout December 2011 and

January and February 2012.

The following comments reflect the range of views and different depths of knowledge of residents and stakeholders given directly at the events.

Condition of houses



It was important to maintain the appearance of estates, neighbourhoods, houses and buildings, this is extremely important in creating a feeling of a well kept and well maintained neighbourhood.



Pressure should be put on landlords and owners where a house is creating unacceptable standards particularly in an area where there are high levels of Homes of Multiple

Occupancy (HMOs).

Empty homes



Empty homes should be utilised, and the property appropriate to the number of occupants.



Empty homes should be brought into use and regenerated rather than being demolished; there is nothing inherently wrong with the 19 th Century terraced housing.

Student housing



Rebalance the housing stock by building purpose-built student accommodation thereby freeing up family homes.



While purpose built student accommodation is important it is vital to integrate students into local communities.



It is important that housing options for students are not overly restricted, and a variety of housing types and tenure are available.

New homes



Developers should be encouraged to utilise brown field sites rather than encroaching onto land used for leisure; the brown field sites generally have access to existing public transport, shops and amenities.



The Council needs to work closely and quickly with developers to achieve the new build targets set. However in the current economic climate the Council needs to recognise the housing market will dictate which sites are more likely to be delivered first.



Housing developments should satisfy local need and support the resident population while promoting economic growth and sustainable development.



If looking at NewcastleGateshead there is not a housing shortage.

Affordable homes



While the principle of offering affordable homes is supported and ensures first time buyers are able to get on the housing ladder, policy must reflect the ability to negotiate the percentage of affordable housing on an individual basis to ensure the delivery of new homes is not prejudiced.



It is important there is a target of 15% and the target remains subject to development viability.



Affordable housing should be integrated into new developments. better homes. better places. better lives 1




Social housing is an essential part of the housing mix.



Greater numbers of intermediate and shared equity family homes are required.

‘Lifetime’ homes

 The Council’s approach to ‘Lifetime’ homes is inconsistent with national guidance.

 ‘Lifetime’ homes increase house prices and reduce availability.



All homes should be built to Life time home standards.

Size of new homes built



Housing stock should be balanced through the provision of larger homes.



There is need for some flexibility on the requirement of 60% of new homes to be 3 or more beds. Development of sites need to be representative of local need and take into account specific characteristics of each site.

Housing for older people



Older people would be willing to move into smaller accommodation if it was available close to their homes, this would free up existing family size homes.



There is a lack of housing choice – people want to remain in their neighbourhood.



Co-operative models of housing are an option for older people seeking to live in a more supportive community.



Need for support services in the home to reduce social isolation.



Future developments should reflect wider lifestyle needs. better homes. better places. better lives 2


Updating the Fairer Housing Delivery Plan

Appendix Three

Consultation Process

The consultation process below outlines the next steps in the communication process in the continuing development of the Delivery Plan.

Once the Fairer Housing Delivery Plan has been revised and reviewed it will be circulated widely as part of the consultation process. This process will ensure the Council has taken into consideration the full range of information and data available to inform the delivery of its housing priorities.

How will we consult?

We will use existing methods and consult widely with housing specialists and professionals, partners and stakeholders, while consultation with residents will be focused on smaller groups who have volunteered to be part of the process. Timescales will be dependant on the financial reviews being undertaken across the council, however it is currently anticipated that this will happen between November 2012 and February 2013. In March 2013 we will produce an outcome report drawing together the findings and outcomes of the consultation, with the final document ready for Member approval in May 2013.

What will we be asking?

The consultation process will serve as a challenge, as part of the process we will be asking:



Have we got the right priorities?



Are there any other priorities that should be included in the Housing Plan?



What are the threats, challenges, barriers to the delivery of the Housing Plan and how can they be managed or minimised?

Vision

Create places and homes that people want to live in. We will ensure the mix and design of housing positively influences people’s lives illustrating our commitment to health and well being. We will ensure the quality and range of housing in the City matches people’s needs and aspirations particularly older and vulnerable people and families.

Review of previous housing research

Review of current housing information and statistics

Consultation with residents

Consultation with housing specialists and professionals

Consultation with partners & stakeholders

Fairer Housing Delivery Plan



Communication & Consultation Action Plan

2012/13

Local residents & community groups

Activity

Ward Committee – Residents are informed of issues relevant to their locality; open to local residents and community groups and organisations. Specific to an area/location.

Held early evening in central locations.

Ward website – off the main NCC site.

Communities staff update relevant local information, frequency depends on staff commitments.

Ward Newsletters News letters inserted into

City Life. Update by Communities staff, cover local information and what’s on

Frequency

Bi monthly or monthly depending on Ward

Proposed action & date

1. Identify pilot Wards where key issues can be openly discussed in a structured manner - Oct

2012 onwards

2. Monitor and evaluate responses feedback into Delivery Plan and establish value as part of the communication plan – Nov

2012 to February 2013

1. Provide relevant updates and information to staff to update pages

– Oct 2012 onwards

City Life

– Local Authority newspaper distributed to every household across the

City. Covers Council news and activities.

E&R have a space allocation within the publication.

Member Surgeries – Local residents are offered the opportunity to discuss local issues or concerns with their local Ward

Member. Advertised on Ward web site

Policy cabinet/cabinet meetings – open to public local residents and organisations these can cover a variety of topics.

Workshops – provide the opportunity to focus on specific issues and invite representatives from across the city.

1/4terly

Monthly – tend to be at weekends

When required

– ad hoc

1. Timing will depend on City Life distribution, need to ensure information not duplicated in City

Life – Oct 2012 onwards

1. Determine FHU space allocation if none available within editions for

Delivery Plan discuss options with

Community staff and utilising Ward newsletters – Oct 2012 & quarterly

1. Members to be encouraged to bring forward relevant local housing concerns to the FHU - ongoing

1. Comments and feedback from meetings to be noted and actioned where appropriate - ongoing

1. Utilising existing community contacts set up a series of small focused workshops exploring housing issues effecting residents across the city

–

Oct

2012 onwards

2. Evaluate and determine value through feedback and participation

–

Oct /December

2012 onwards

3. Develop KISS (keep it short and simple) group to look at document – November 2013 &

February 2013 better homes. better places. better lives 4


Resident and Tenants Associations – focus on individual estates or areas within a locality. Generally area specific issues discussed.

Monthly/bi monthly

– depends on association

Let’s Talk Newcastle –campaigns run across the city focusing on council priorities.

FHU Council web pages

– The FHU web pages are currently under review

Review of housing research and data – to include regular dialogue with partners

1. Provide relevant information to resident groups and obtain feedback via group Secretary - ongoing

When required

1. Discuss with Corporate Comms value of utilising Let’s Talk as part of the communication and consultation process

–

October

2012

On going 1. Update FHU web pages

–

Nov

2012

2. Discuss options of incorporating a comments/feedback form -

Nov 2012

On going 1. Identify key partners

2. Ensure structure of regular meetings includes a review of current and relevant data.

3. Collate data and feed into appropriate part of the FHU

Delivery Plan.

Landlord forums and training sessions On going

Partner & stakeholder engagement

Consultation will be undertaken by a team of officers from the Fairer Housing Unit, Planning

Policy, ACS, Regulatory Services and Revenue and Benefits. We will be talking to:



YHN;



Registered Providers



Newcastle Tenants and Residents Federation;



Developers;



Care and support providers;



Policy and lobbying groups e.g. Shelter;



Homeless prevention agencies;



Private sector landlords and lettings agencies;



Byker Trust;



NTW Development Company;



HCA;



Elders Council



Universities and student interest groups.


Appendix Four

Glossary of Terms

Resources

CIL

CLG

IEE

FHF

HRA

MRA

NHB

SP

S106

Key Terms:

ASB

CRAR

EINA

JSNA

MARAC

LDF

NPPF

ONS

CERT

Newcastle City Council teams

ACS Adult and Cultural Services

EDU Economic Development Unit

CST

CU

DM

E&R

Community Safety Team

Commissioning Unit

Development Management

Environment and Regeneration

FHU

HAC

RSPP

SN

The Fairer Housing Unit

Housing Advice Centre

Regulatory Services and Public Protection

Safe Newcastle Partnership

Delivery Partners

ALMOs Arms Length Management Organisations

BKY

ECO

Fabrick

Barratt, Keepmoat, Yuil

Energy Company Obligations

Fabrick Housing Group (a registered housing provider)

HCA

Home

ISOS narec

The Homes and Communities Agency

Home Group (a registered housing provider)

ISOS Housing Group (a registered housing provider)

New and Renewable Energy Centre

Newcastle Tenant’s and Residents Federation

NTRF

NTWDC

PfP

QLP

RPs

YCH

YHN

New Tyne West Development Company

Places for People

Quality of Life Partnership

Registered Providers (social housing providers)

Your Choice Homes (lettings service provided by YHN)

Your Homes Newcastle

Community Infrastructure Levy

Communities and Local Government

Intelligent Energy Europe

(Newcastle) Future Homes Fund

Housing Revenue Account

Major Repairs Allowance

New Homes Bonus

Supporting People

Section 106 Agreements (contributions through planning)

Anti-social Behaviour

Capital Revenue Alignment Register (supported housing needs)

Equality Impact Needs Assessment

Joint Strategic Needs Assessment

Multi-Agency Risk Assessments

Local Development Framework

National Planning Policy Framework

Office for National Statistics

Carbon Energy Reduction Target


If you have any queries regarding this housing delivery plan then please contact:

Mark Ellis

Senior Housing Policy Practitioner

Fairer Housing Unit

Tel: 0191 2777858

Ext: 27858 mark.ellis@newcastle.gov.uk

September 2012 better homes. better places. better lives 1

The Fairer Housing Delivery Plan 2012

The Fairer Housing Delivery Plan

better homes. better places. better lives

Contents:

1. Foreword

2. Preface

3. The Fairer Housing Unit

4. Our recent successes

5. Resources

£

*

**

6. Delivering our housing priorities

7. Monitoring & Evaluation

8. Future updating of the delivery plan

.

9. Top 15 Key Indicators at a glance

Key Indicators:

*

*

Targets

10. Key Actions List

Priority 1: A Working City

:

Priority 2: Decent Neighbourhoods

Priority 3: Tackling Inequalities

Appendices

Appendix One

How the Top 15 Key Indicators were set

Appendix Two

Updating the Fairer Housing Delivery Plan

Appendix Three

Consultation Process

Fairer Housing Delivery Plan

Communication & Consultation Action Plan

2012/13

Appendix Four

Glossary of Terms

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