Transcript Document

Housing Association
Rationalisation Project
Fieldway & New Addington
Presented by Peter Brown
Divisional Director of Housing
Friday 13th June 2008
Rationalisation Project
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Background
Why Croydon?
The Area
HA stock
Key local concerns
Objectives
Model
Delivery
Conclusion
Background
• Housing Corporation and London Councils in
2007 invited bids from London local
authorities to conduct a neighbourhood based
pilot
• Criteria
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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
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
The Area
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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
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
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
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
The Area
• Population of 21,527
• 7,997 households
• 3,407 council rented homes
Area
Fieldway
All
(no.)
11,176
White
Asian
81%
3%
Black
Other
11%
6%
New
Addington
10,351
89%
2%
6%
4%
Both wards
21,527
84%
2%
9%
5%
Croydon
330,58
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70%
11%
13%
5%
Source: Census 2001
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
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
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
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
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
Regeneration & Rationalisation
Neighbourhood Renewal
Central Parade Regeneration
Area Regeneration
Safety & security
Access to services
Improved service to
customers
Support for the vulnerable
Community cohesion
Community engagement
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
Delivering the Project
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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
Conclusion
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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