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Rationalisation Project

Housing Association Rationalisation Project Fieldway & New Addington Presented by Peter Brown Divisional Director of Housing Friday 13 th June 2008. Background Why Croydon? The Area HA stock Key local concerns Objectives Model Delivery Conclusion. Rationalisation Project.

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Rationalisation Project

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  1. Housing Association Rationalisation ProjectFieldway & New AddingtonPresented by Peter Brown Divisional Director of HousingFriday 13th June 2008

  2. Background Why Croydon? The Area HA stock Key local concerns Objectives Model Delivery Conclusion Rationalisation Project

  3. Background • Housing Corporation and London Councils in 2007 invited bids from London local authorities to conduct a neighbourhood based pilot • Criteria • Large number of HAs in area • Scope to improve consistency/joint working • Some HAs have limited stock • Regeneration or focus on community cohesion • Croydon and Havering selected

  4. Why Croydon? • Strong track record on delivery • Work closely in partnership with Housing Corporation and housing associations • Leading role in development in SW sub-region • 3 star authority • Beacon status • Getting closer to communities • Improving housing services by involving tenants • Increasing voluntary and community sector service delivery

  5. The Area • New Addington dates back to 1935 • First National Housing Trust • Became Croydon’s largest estate • Main building programme completed in 1963 • Fieldway estate was completed in 1968 • HAs have built infill developments and acquired street properties

  6. The Area • The two wards make up a single neighbourhood • Has clear geographical boundaries • Fieldway is the most deprived ward in Croydon • Subject to two major regeneration initiatives • Neighbourhood Renewal • Central Parade regeneration

  7. The Area • community safety • building community pride • regeneration of public places/shops • education and employment • nurseries/play areas for children • stronger purpose for teenagers service access for the ‘hard to reach’ • support for single parents • support for young men • community leadership

  8. The Area • £75m district centre regeneration (partnership with Tesco) • 251residential homes (Hyde) • community centre • health centre • Library • swimming pool, sports hall and gym • combined CETS training centre and Job Centre Plus • Business Enterprise Centre (BEC) • One Stop Service Centre • Council Offices

  9. The Area • Population of 21,527 • 7,997 households • 3,407 council rented homes

  10. Housing Association Stock • There are 14 housing associations with properties in Fieldway and New Addington • Seven manage fewer than 20 homes • Eight have 10% or less of their Croydon stock in management in the neighbourhood • Only 3 associations have more than 20% of their Croydon homes in New Addington and Fieldway • Two associations currently manage 60% of the housing association stock in New Addington and Fieldway between them • But do need to look at picture across the borough

  11. Housing Association Stock in Croydon • 52 housing associations, co-operatives, Abbeyfield societies and almshouses managing 9,919 rented homes • 28 HAs have few than 100 homes • 6 HAs manage more than 500 homes

  12. Key Local Concerns • RSL management capacity • Difficult to engage quickly and effectively to tackle emerging estate management issues • Dispersed stock/small numbers • Inconsistency of approach • Potential inability to tackle ASB • Potential lack of tenant/community engagement • Most estate activities funded by the council

  13. Objectives of Rationalisation • Cost efficiencies • More cost effective management and VFM • More focused contribution • Overcome difficulties of multiple landlords, pepper-potted ownership etc • Improved customer service • Make management service more responsive • Neighbourhood management • Ensure engagement with local community • Focus for wider rationalisation activities

  14. Objectives of Rationalisation • Reduce overall numbers of HAs managing in borough to about 12 (mix of large, medium and specialist) • Reduce number in pilot area to around 4 HAs • Common management standards • Enhanced partnership working • Raising the profile and sharing good practice with others • Increased tenant satisfaction and engagement

  15. Regeneration & Rationalisation Neighbourhood Renewal Central Parade Regeneration Area Regeneration Safety & security Support for the vulnerable Community cohesion Access to services Community engagement Improved service to customers Focused contribution to regeneration initiatives Neighbourhood housing management Cost efficiencies Impetus to HA mergers Rationalisation Housing Associations Croydon Council Other stakeholders Housing Corporation/London Councils

  16. Delivering the Project • Launched at conference - November 2007 • Meetings with the 14 housing associations • Individual meetings with each association • Project Group to oversee progress • Regular liaison with Housing Corporation, London Councils and Havering • Seminar for wider audience • Newsletters etc • Use Housing Corporation tool kit

  17. Conclusion • Contributes to Place Shaping role • Will be challenging and uncomfortable • Need buy in and commitment from HAs • Develop HA Management Protocol • Income and development opportunities • Improved partnership working • Improved community engagement • Improved customer satisfaction • Tenants will benefit • Supports HA Asset Management Strategies

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