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Visionary Leadership in Housing

JasminFlorian
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Visionary Leadership in Housing

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    1. Visionary Leadership in Housing DASH conference June 2007 Sarah Davis Senior Policy Officer

    2. National Policy Context Housing high on government’s agenda – and rising Home ownership a major focus – with stress on affordability First time buyers/ buy to lets Renewed focus on local government’s role

    3. ‘I want to see local authorities taking an increasingly powerful strategic role on housing across all tenures, putting housing at the heart of economic, social and environmental objectives’ Ruth Kelly, Minister for Communities and Local Government

    4. Place shaping Lyons Inquiry – LAs as place shapers ‘using powers and influence creatively to promotethe well-being of a community and its citizens’ Leadership Long term planning Convening role

    5. Strong and prosperous communities More power to LAs – to pass on to residents Communities to have more say in vision for and services delivered to local areas Local Strategic Partnerships Doers not just talkers Engaging stakeholders from all sectors Sustainable Community Strategy

    6. Strong and prosperous communities (2) Local Area Agreements Required in all county and unitaries Action plan for delivery of Sustainable Community strategy What isn’t going to be dealt with through LAAs? How are private landlords linked in?

    7. Transformational change Housing – not just social housing but across tenures and markets Communities and places Serving people

    8. Much more complex world Sustainable communities How does housing support other agendas? Homeownership and affordability Social mobility Positive planning Meeting requirements/mixed and sustainable communities John Hills report/Cave’s Review

    9. Strategic housing function Maximising the contribution of housing to the sustainable communities agenda Development and delivery of social, economic and environmental well being Influence and powers to achieve balanced housing markets – affordable / choice

    10. Making connections Coordinating different activities to achieve something bigger for an area Achieving objectives identified outside the housing strategy Link to big structural picture HMAs, Sub-/city/regional Connecting locally – neighbourhoods PRS part of this picture

    12. PRS as a priority Integral part of housing market Changes have important impacts – on housing strategy and other agendas Economic mobility Migrant workers Vulnerable households

    13. Priorities for PRS Incorporate into strategic role and contribute to place shaping Meeting local housing need Affordable housing Homeless households Community empowerment Decent Homes target 2010 Tackling anti-social behaviour

    14. A strategy or strategic thinking?

    15. Skills required Visioning Leadership Engaging Communicating Research Influencing Negotiating Commissioning Planning Evaluation and monitoring

    16. CIH/Ipsos Mori – skills and capacity overall aims – to identify current skills/knowledge gap in SHR changing skills/capacity of LAs to deliver Agreed key ingredients but some surprises Affordable housing/ vulnerable groups/ aspriations and needs 17% balanced housing markets 9% sustainable / mixed communities 90% performing better than other LAs!

    17. Strategic use of tools in PRS How LAs work with PRS Strengths, weaknesses, successes and problems Factors affecting work Guidance on best use of tools

    18. Statutory tools HMO mandatory licensing HMO additional licensing Selective licensing Management orders Grants and loans

    19. Voluntary tools Accreditation Landlord forums Training and events Newsletters Private sector leasing ASB services Tenancy deposits and bonds Tenancy support

    20. Factors influencing strategic approach Departmental structures Resources – financial and staff Ability/ capacity to operate IMOs/FMOs Support – corporate and elected members Performance monitoring

    21. Partnerships Councils and landlords Tensions, trust, ‘Working Together’ Neighbouring authorities PRS tenants

    22. Housing market factors Knowledge of markets Location of landlords Type of investor Levels of demand for PRS Concentration of migrant workers

    23. Research conclusions Additional tools not required Suitable for most circumstances Adapt to recent reforms Use to maximum effect More best practice dissemination Overcoming barriers Strategic approach essential Important part of strategic housing function

    24. www.cih.org / sarah.davis@cih.org

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