Building together for a strong future - Stoke-on-Trent Housing Strategy 2017 2022 - Stoke.gov.uk
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Stoke-on-Trent Housing Strategy 2017 - 2022 Building together for a strong future Revised October 2017
CONTENTS
FOREWORD .................................................................................................. 3
STRATEGY AIMS AND OBJECTIVES ............................................................. 4
STRONGER TOGETHER PRIORITIES ........................................................... 5
A CITY FOR LIVING IN .................................................................................. 6
A HOME FOR EVERY STAGE OF LIFE ........................................................... 10
A FOCUS ON PEOPLE .................................................................................. 14
A FOCUS ON HOMES ................................................................................... 18
OUR HOUSING GROWTH AMBITIONS ......................................................... 23
2.
FOREWORD
Councillor Randolph Conteh
Cabinet Member for Housing,
Communities and Safer City
Carl Brazier
Director of Housing and
Customer Services
The City of Stoke-on-Trent is a city on the move
Stoke-on-Trent is the thirteenth largest The city council is looking at itself as a facilitator
of change. It is becoming more commercial in its
city conurbation in the UK and has the outlook and improving its governance and efficiency.
fourth fastest growing economy of any With the support of its residents the council will
local authority in England. It has been make this happen, staying true to the city’s motto Vis
approved as Housing Business Ready and Unita Fortior, which translates as: ‘united strength is
stronger’ meaning that we are Stronger Together.
has been granted Housing Zone status.
To make Stoke-on-Trent a place where people
Stoke-on-Trent is rediscovering and reframing those actively choose to live and work, we are looking
things that have made it great in the past – carefully at what needs to happen in our housing
in particular its world-renowned ceramics industry. and residential areas. We are looking at all the
The city is planning on making much more of its accommodation available within the city – its size,
unique features and natural assets, and exploiting design, location, quality and attractiveness – and
its geography – between north and south – and its its ability to meet the aspirations and needs of both
regional and national connectivity. Stoke-on-Trent Stoke-on-Trent residents and new residents who
is growing as a place of learning with Staffordshire may be attracted to live and work in the city. Our
University moving to concentrate its facilities in the overall aim is to enhance the housing offer, in
city centre and Keele University close by. order to support this we have established our own
company, Fortior Homes, which puts us in a position
It is embracing new opportunities to expand its to influence housing development in the city .
economy by encouraging new investment and
entrepreneurship in order to generate thousands We believe Stoke-on-Trent has a lot to offer people
of new jobs, giving the city momentum to become and that it can enhance this offer further. This
a critical economic driver for Staffordshire and powerful blend of action will bring energy and
Cheshire. And is also making improvements to interest and, in time, will make Stoke-on-Trent a
key services, in particular health, education thriving and modern core1UK City. It will continue to
and transport. be a great place to live where people can fulfil their
potential, businesses can thrive, and more vulnerable
citizens can live happily2.
http://corecities.com
1
See Stronger Together: http://www.stoke.gov.uk/ccm/content/community/community/stronger- together/stronger-together.en
2
3.
STOKE-ON-TRENT HOUSING STRATEGY
2017 - 2022
Aim: The aim of this strategy is to enhance Stoke-on-Trent’s
housing offer so that people at all stages of life can find and
live in a quality home they want at a price they can afford.
Objectives: • To make new housing development viable so that a range of new homes are
built that are attractive and affordable to people whatever stage of life they
are at
• To improve the condition and liveability of existing homes and rental
management practices in Stoke-on-Trent
• To enable people to live well in their homes and make good housing choices
throughout their lives
• To respond well to government requirements and make the most of
government initiatives that relate to housing
Outcomes: Delivery of this strategy will ensure that we will:
• Deliver a better balance in the range of homes available across the city so
that there are attractive options for people who already live in Stoke-on-
Trent and for those who would like to live in the city in the future
• Improve the quality of the homes and residential environments across
the city
• Make it possible for people to access and enjoy living independently in
their home
• Make Stoke-on-Trent a more attractive place to live
4.
STRONGER TOGETHER
Working together to create a stronger city we can all be proud of
The Stronger Together Strategic Plan 2016-20 sets out the vision and overarching priorities and
objectives for the council. The diagram below shows how the Housing Strategy will contribute to the
achievement of that vision.
Work with residents to make Support our businesses to
Support vulnerable people
our towns and communities thrive, delivering investment in our
in our communities to live
great places to live towns and communities
their lives well
• Preserve and enhance the • Enable and support • Deliver an increase in the
unique heritage of our city more people to live number of new houses
• Deliver a significant independently and safely of various tenures,
improvement in housing • Improve quality of life, prioritising development
quality by investing in independence and choice on brownfield land
homes and driving up for vulnerable adults • Deliver a transformation
housing standards • Enable young people in the number of
• Involve communities in leaving care to live apprenticeships in the city
making each town and independently and safely and in the council
neighbourhood a great, • Support residents to
vibrant and healthy place to manage their money
live and work effectively, improving
uptake of benefits for those
who are eligible
A commercial council,
well governed and fit for purpose,
Support our residents to driving efficiency in everything we do
fulfil their potential
• Deliver optimal efficiency
• Increase the number of in all our services adopting
people moving into work delivery models that deliver
• Transform training and maximum value for residents
skills provision, supporting • Optimise value from local
business growth and public spending and
enabling local people to increase the proportion
of spending with local
secure good quality work
businesses
5.
A CITY FOR LIVING IN
We have a big vision for making Stoke-on-Trent into The Stoke-on-Trent and Staffordshire City Deal is
a great place to live where businesses can thrive worth £113 million and will support up to 23,000 jobs
and residents can fulfil their potential. We know for local people over the next decade.
that this requires consistent, dedicated progress on
many fronts. Making sure that we have the right sort Some of Stoke-on-Trent’s major employers include;
of homes that are high quality and attractive is an Michelin, Steelite, Fuch, Bet365, Vodafone, Emma
important part of this process, but it is one of many Bridgewater, Moorcroft and Goodwin International.
strands of work that will make the change happen.
This section sets the scene; it explains our vision for Connected Stoke-on-Trent: quick and easy access to
the city and touches on some of the wider work going just about everywhere
on across the council and beyond, in order to achieve
our goal. The city stands on the M6, West Coast Mainline and
HS2 transport corridor - the backbone of Britain –
Building on Stoke-on-Trent’s assets midway between Birmingham and Manchester. Its
location is enhanced by its proximity to Manchester
Stoke-on-Trent has an abundance of strengths and Airport (45 minutes) and to the Peak District and
assets – physical such as green spaces and cultural Alton Towers (less than 30 minutes).
such as our heritage in fine porcelain. We are going
to employ and enhance them to make a much more Stoke-on-Trent is already well-connected by
liveable city. The city’s strengths and assets include: rail links to London, Manchester, Birmingham,
Wolverhampton, Crewe and Derby, and is well
Green Stoke-on-Trent: a system of healthy green positioned in respect of the national road network.
spaces and green transport corridors throughout Taking maximum advantage of the city’s location
the city by accelerating market demand through enhanced
connectivity is one of the keys to driving the city’s
Stoke-on-Trent is one of the greenest cities in the high growth agenda. As a result the city is working
UK. The abundance of parks and green spaces is regionally and nationally to improve strategic
appreciated by Stoke-on-Trent’s citizens who come infrastructure and ensure journey times remain
out in force to help maintain and improve them. It also competitive with other destinations. Similarly we have
has many canals, rivers and brooks that flow through identified local infrastructure improvements designed
several of Stoke-on-Trent’s towns, criss-crossing the to facilitate site access and speed up delivery of
city. Stoke-on-Trent is a perfect size for people who housing sites.
like to get around by bicycle, scooter and even on foot.
In particular we have been working with the
Stoke-on-Trent has an extensive network of green Department for Transport and HS2 Ltd on how best to
transport routes through parks and along greenways connect the city, the Government having committed
and waterways, connecting popular places with each that Stoke-on-Trent will be connected to the HS2
other for use by cyclists, walkers and buggy-users. network. We continue to work to ensure that Stoke-
This inspired the CycleStoke programme that ran on-Trent receives the highest level of connectivity
from 2008-11. We intend to enhance further these possible, which would unleash the true potential
transport routes to make it easy to get around using in our city for new jobs and housing, including the
healthy modes of transport. We will continue to work opportunity to develop as a commuter destination
with communities, schools and businesses to make on the back of significantly improved journey times,
best use of these routes. particularly to Birmingham.
A place where businesses thrive Through the Northern Gateway Development Zone
we have also been partnering our neighbours
Over recent years Stoke-on-Trent has become one in Staffordshire and Cheshire to maximise the
of the most successful UK cities at creating job opportunities for economic growth from multiple
opportunities as well as a record number of business HS2 connectivity, with ambitious targets for jobs and
start-ups. housing growth, a very significant proportion of which
are expected to be delivered in the city.
6.
Unique history and heritage: a stage for creative Outstanding countryside: for all to enjoy
industries and alternative cultural experiences
Stoke-on-Trent is close to outstanding countryside
Stoke-on-Trent has a range of attractive industrial that draws a range of visitors to the city.
buildings, the canal network, and other unique
features associated with the pottery industry. We The Staffordshire Moorlands has stunning gritstone
will retain and renovate, and build sensitively around outcrops – The Roaches, Chrome Hill, Cheeks Hill and
them to maximise people’s enjoyment of an urban Axe Edge Moor – as well as Rudyard Lake, Churnet
landscape that is truly unique. We have already Valley also known as ‘The Rhineland of Staffordshire’
embarked on developing new aesthetically pleasing and some unique features such as the Churnet Valley
homes and converted warehouse residences. With Railway. Not much further afield is the Peak District
our partners we intend to continue developing the with a great many walks, bike rides, beautiful scenery
Spode factory in Stoke and other sites. and visitor attractions.
Alongside new homes, new infrastructure is coming For those who prefer staying closer to the city, there
to support the creative industries; artist studios, low- is Park Hall, a national nature reserve and geological
cost workspace, co-working possibilities, exhibition special interest site with woodlands, heathland and
spaces – all at a fraction of the cost of similar spaces ponds to enjoy.
in London, yet accessible for artists who want to build
their profile in the capital. A centre of excellence for sport
The spaces we design will reflect the city’s strong Stoke-on-Trent offers a range of high quality sport
artistic and cultural themes, reinforcing Stoke- and recreation opportunities. In 2016 this was
on-Trent’s reputation as a nationally significant recognised through the city’s designation as the UK’s
creative hub. European City of Sport 2016.
Work by the council and its and partners to
celebrate this has led to the development of an
extensive programme of events, activities and new
opportunities which will be delivered over the next
three years.
These developments support and build on existing
infrastructure through both sports facilities and
opportunities to train and compete which means that
the city is able to offer the support needed for those
with a talent and ambition required to join its long
tradition of producing high calibre athletes. Equally
for those who only want to participate for their own
enjoyment and health, a diverse and exciting offer is
available.
Affordable Stoke-on-Trent: some of the most
affordable housing in the country
In most places, getting a foot on the property ladder
has become a pipe dream for many young and not-so-
young people as house prices have risen faster than
incomes. Stoke-on-Trent is different. The relative
low price of the housing here is in stark contrast
to many of the surrounding areas making it more
affordable relative to those locations and, as the
economy strengthens and incomes rise, affordability
will improve further. We are committed to helping
young people buy a good quality home without having
to draw on the bank of Mum and Dad, which means
there are great opportunities for those who don’t see
themselves as ‘Generation Rent’.
7.
The City’s plans for improving key services
As well as making the most of our assets, we are also intending to improve services and infrastructure within
the city:
Health - Progress is being made with regard to the health of the local population,
for example fewer young people are taking up smoking than in the past and the
percentage of adults who smoke has also fallen.
How healthy people are depends not only on their diet and physical activity,
but to a significant extent on the environment in which they live. The council
understands that the quality of housing in the city affects the health and
wellbeing of its residents, with illness caused by living in cold, damp and
dangerous homes costing the NHS at least £2.5bn a year.
To enable and empower residents to live healthy and fulfilling lives the city
council is working in partnership with stakeholders and organisations to create a
local healthy environment by:
• Continuing to prioritise work on healthy urban planning, including housing
developments
• Implementing a ‘wayfinding’ information system to encourage residents and
visitors to choose active methods of transport when travelling around the city,
including walking and cycling
Education - Currently in the city 82% of all schools are judged to be good
or better by OfSTED. Education outcomes for children and young people are
improving. At each key stage pupils attained close to the national average in 2015,
and are making good progress overall in reading, writing and maths.
This improvement is particularly marked by the end of primary school. Our
secondary education outcomes have remained static and attainment gaps
between vulnerable groups of pupils and their peers are showing signs of
narrowing.
We intend to focus our next phase of improvement on secondary education
through the following key developments that are taking place in the city:
• Undertake an annual external review of each school
• Develop a Mathematics Excellence Partnership
• Establish literacy programmes for pupils locally and a local literacy hub, in
partnership with the National Literacy Trust
• Deliver self-esteem and spoken literacy programmes in Y5, Y6 and Y7 classes
across the city, in partnership with the English Speaking Board
• Implementation of a school readiness programme of activities across the city
in Early Years
• Continuation of the Stoke Reads and Stoke Speaks Out programmes
• Develop networks of schools with the capacity to support and challenge
schools’ improvement, in partnership with the University of Worcester
8.
Transport - Improved connectivity will be crucial to deliver the Northern Gateway
Development Zone (NGDZ) vision of 100,000 new homes and 120,000 new jobs
over the next 20 years. The NGDZ spans Cheshire and the north of Staffordshire,
including the City of Stoke-on-Trent, Crewe and the A500 corridor, and aims to
capitalise on the UK Government’s investment in HS2, the new high-speed rail
link connecting the cities of London, Birmingham, Manchester and Leeds.
The city council is working through the Midlands Connect Partnership, the
Department for Transport and HS2 Ltd, Network Rail and Highways England, and
with partners in the Northern Gateway Development Zone, to deliver significant
improvements to the national transport infrastructure.
Highlights are:
• Completing the upgrades of the M6 west of the city
• The first SMART trunk roads in the UK piloted in Stoke-on-Trent
• Improve the A50 from the city to the East Midlands
• Fully integrated connectivity to HS2
• East/West rail connectivity massively upgraded with direct trains connecting
the city to Liverpool, Chester, Shrewsbury, North Wales and Nottingham
• New and improved local stations
• Direct rail connectivity to Manchester and Birmingham airports
The city’s own network of road, rail, bus, cycle routes and footpaths is vital in
transforming the city. It connects together the city’s special mix of creative towns
and people. It connects people to jobs and vibrant enterprises to customers and
people to the city’s fantastic countryside and green spaces. It’s the route to access
our rich architectural heritage, the libraries and community centres, arts and
culture, and sports facilities.
Local improvements will include:
• Delivering the Etruria Valley link road opening up new development land
and providing an additional direct connection into the city-centre from the
strategic A500 and M6 network
• Completion of the city-centre ring road with junction improvements and
capacity upgrades to key connecting corridors
• Millions of pounds of public and private sector investment pumped into
improvements in Stoke Town, Stoke station and the University Quarter
• Major improvements on junctions and capacity along key corridors
• Improvements on the A53 Leek Road corridor east into the city
• Improvements from City Centre north to Burslem and Tunstall
• A quality bus partnership for North Staffordshire with more investment and
more powers for local people
• Improved air quality
• Encourage more people to use the city’s 200km cycle network, green
corridors and footpaths
• Create a network of electric car charging points
• £20.4m invested in improving the condition of the city’s existing roads over the
next five years (potholes, resurfacing etc.)
9.
A HOME FOR EVERY STAGE OF LIFE
Our objective:
To make new housing development viable so that a range of new homes are built that are
attractive and affordable to people whatever stage of life they are at
Stoke-on-Trent’s population is growing steadily and is predicted to grow over the next 20-25 years, meaning
more new households who will need accommodation. Key findings from the available evidence, including the
Strategic Housing Market Assessment (SHMA), shows that across the city:
• Recent growth has been mainly due to births, international migration, students
coming to study and people living longer. Expansion of the universities and NHS
teaching hospital will drive further increases in the number of students and the
older population is also expected to grow significantly.
• Additional student accommodation is needed as well as the right type of housing
for graduates that leave university but who want to stay in the city.
• Young economically active people can’t always get access to a mortgage to buy
their first home due to complexities around lending criteria and affordability.
Some choose to rent privately in the long-term while others are saving for a
deposit and hoping that they will at some point be able to buy their own home.
• Whilst we are developing more aspirational homes there are still too few. This
MOVING
HOUSE causes some economically active people who can afford such homes to move out
of the city.
• The new Local Housing Company aims to provide a range of high quality private
rented housing. They will meet the needs of a significant number of people who
work in the city and stay in hotels during the week, returning home for weekends.
10.The evidence also shows that Stoke-on-Trent has This strategy aims to promote the case for housing
relatively high numbers of some types of dwelling and investment to create a balanced housing market,
low numbers of others. Compared to neighbouring while at the same time providing sufficient new
areas and the national average, it has: homes of all sizes across the city, in line with the
• More semi-detached homes and pre-1919 recommendations in the SHMA.
terraces, and fewer larger detached homes
and flats Stoke-on-Trent’s private rented sector has grown
• More than average numbers of two and three in size over the past 15 years. We want to increase
bedroom dwellings, and fewer than average four the stakes so that we create a sector where both the
and five bedroom dwellings homes and the residential environments support our
• Significantly more social rented homes (also more vision for a thriving city. We will do this by:
than the regional average) • Increasing the quantity of new good quality homes
• Insufficient good quality private renting options available to rent privately, by building through our
for temporary and permanent renters local housing company
• Below average but improving conditions in • Supporting private landlords through advice,
private housing guidance and, if necessary, enforcement to
• 81% of all dwellings are valued within council tax achieve good standards of property management
bands A and B (the lowest bands) compared to and maintenance
44% of dwellings nationally
While there is a significant proportion of affordable
What this imbalance means is that as households (social rented) homes already, they are not always of
evolve, from a single person to a couple, a young then a type or quality to meet modern expectations. New
growing family, ‘empty nesters’ and mature single social homes will not only replace those that are sold,
people, they can’t always find the sort of home they but also improve the balance and quality in particular
want in the area they want it. locations. In doing so, we aim to be more flexible so
that the supply can adapt as the housing market and
Over the next few years, we want the balance of demand for homes changes. For example, we could
housing in the city to change, so that there are provide time-limited affordable housing that could be
enough homes of different types, sizes and quality sold on the open market after, say, five or ten years,
for people at all stages in their lives to aspire to. if the housing market dynamics support this course
We consider it to be critical to Stoke-on-Trent’s of action.
economic future to increase the number of larger
homes in attractive environments so that people are
not compelled to look outside the city for more varied
housing options.
11.We have identified five stages of life, each of which brings with it different needs and aspirations for housing:
Students studying at university People establishing their home in
Stoke-on-Trent
Staffordshire University’s We want people to be able
campus and teaching facilities to find a home of choice to
in Stafford closed in 2016 settle down in Stoke-on-Trent.
and relocated to Stoke-on- The range of homes needs
Trent. This has increased the to include both purchase and
requirement for more student rental options and provide
accommodation. It will also attractive and affordable
increase the number of new choices for the full range
graduates emerging with qualifications who could be of households, including those with high earning
persuaded to stay on and eventually settle in the city. potential, young families and individuals – people who
In line with this increase, there has been a recent rise may be single throughout their adult life or at times
in the number of student accommodation approvals. during their lives. It will also look at the demand and
In addition to this, we: future demand for financial and equity products to
• Will seek to work with the university on projections help people buy their home – such as Rent to Buy
for the student population and what this means for and homesteading options, where low cost finance is
accommodation requirements provided to support refurbishment of poor condition
• Draw up a plan to support the development of new homes. The recommendations will be clearly linked
good quality student accommodation in line with to regional and national policies, Stoke-on-Trent’s
the projections identified anticipated future and local aspirations.
• Work with the university to offer quality
accommodation for students choosing to rent We are looking:
privately • To encourage the development of new, high quality
homes for sale on the open market, with various
assisted purchasing schemes supporting the
process
Young people • To provide affordable properties to meet current
demand across all tenures
• At the potential for a second phase of the Empty
We want all young people to
Homes Acquisition and Disposals programme
have routes to independence
• To upgrade the quality of private rented housing
and to choose to stay living
available in the city, to increase the range available
in Stoke-on-Trent, including
and promote a private rented sector that is in
those going through the
a good and safe standard of repair, so that it
apprenticeship route to learn
becomes a tenure of choice for those who want to
a trade or profession within
rent – by (1) working with private landlords and (2)
a company, new graduates
building private rented homes directly through a
emerging from the university and those leaving the
local housing company
care system. We will:
• To bring forward sites that deliver starter
• Undertake an accommodation supply and demand
homes (through the Starter Homes Initiative)
mapping exercise for 16 – 30 year olds in Stoke-
as appropriate to demand, in partnership with
on-Trent. The exercise will identify strengths and
the HCA
weaknesses in the current provision of housing
• To offer self-build options for those who want to
and accommodation for young people in the city,
participate in building their own home
and provide recommendations in relation to future
• To support communities where appropriate in
requirements for housing and accommodation
exploring different models of community housing
• Continue to deliver improvements in services and
accommodation for young people leaving care
and other vulnerable young people who require
supported accommodation in the city
12.Maturing families Older people
We want maturing families The size of the population
to be able to find a place they over the age of 65 is set to
want to live in Stoke-on-Trent grow markedly in Stoke-on-
as their families grow in size Trent – particularly those in
and age. This includes high the 79+ age range requiring
and middle earners who have higher levels of support.
traditionally moved out of the We know we need to plan
city to find suitable homes ahead for this and that our
elsewhere, and who have not typically been attracted plan needs to enable older people to have access to
to move to Stoke-on-Trent. We are looking: suitable housing choices to maintain a meaningful
• To encourage the development of new three and connection with communities throughout. To assist
four bed homes in attractive locations in Stoke-on- with this, the council is reviewing and remodelling its
Trent, with adequate parking facilities and not too sheltered housing properties.
far from good schools and bus routes • The Older People’s Housing Strategy 2015 – 2020
• To offer and promote more custom-build options provides information relating to demographic
for those who want to take charge of developing a forecasts and epidemiological factors within the
home in a location they want to live in older population that will affect future demand for
age friendly housing which includes, supported
housing schemes, bungalows, specially adapted
homes, homes built to lifetime homes standard
as well as support services which enable older
people to stay healthier and independent for
longer. This strategy sets out in some detail
the council’s plan and rationale for supporting
independence, interdependence and choice for
Stoke-on-Trent’s older people
• It contains four priorities that the council will work
to deliver, with partners. We are looking to
• Deliver a choice of new, appropriate, high quality,
affordable housing options enabling older people
to live as independently as possible, including
by drawing on HCA grant to support delivery of
specialist accommodation
• Improve existing accommodation choices
and neighbourhoods, providing age friendly
communities where older people feel in control,
safe and secure
• Provide appropriate seamless support services to
enable people to remain in their own homes for
as long as possible and to assist people to move
home where this is appropriate
• Improve the advice and information available
about the housing and support options for older
people and ensure that there is clear and trusted
advice about how to access it
13.A FOCUS ON PEOPLE
Our objective:
To enable people to live well in their homes and make good housing choices throughout
their lives
The home environment is a very important factor Pre-tenancy Work
in making us happy, healthy and productive. For
some people, having a home they like that meets All new council tenants are offered pre-tenancy
their and their family’s needs and aspirations is a support and advice prior to becoming council tenants.
great motivator in life; a reason for developing skills, A new tenant visit will be carried out within the first
developing a career and getting on in life. Many few weeks of the tenancy in order to increase the
people are in need of occasional support and advice likelihood that the tenancy will be successful.
to help them to find and settle in a suitable home as
their life-circumstances change. And for some other Housing and support for people with disabilities
people, living independently successfully requires
regular support, and this can take a number of forms. People with disabilities have a higher probability
Some respond well to intensive support that helps of developing health problems than the rest of the
them in a timely way to avert a crisis, stabilise their population. Some of the key determinants of health
situation and enable them to make their way in their inequalities for people with a disability are risk of
lives. exposure to poverty, poor housing, unemployment
and social isolation.
This section summarises a range of existing council
strategies and plans that are focused on supporting Accommodation for people with disabilities can be
various groups of vulnerable people. It therefore divided into settled accommodation, where the person
provides a narrative of how the council, working can reasonably expect to stay as long as they want
with local partners, is acting to ensure people can and unsettled accommodation such as residential
meet their needs relating to housing and support. care homes, where residents do not have security of
It also sets out how the council is intending to tenure. Housing related support is available to people
respond to recent new legislation and government with disabilities, regardless of tenure type to help
announcements. them achieve and maintain their independence.
Cooperative Working … helping people to live their Our next step is to make sure accommodation
lives well considers a range of disability needs such as physical
disability, learning disability and mental health needs.
Central to the housing offer is the establishment
of cooperative working across the city. The aim of
cooperative working is to bring together and better
co-ordinate public and partner services. Cooperative
working delivers an effective local offer of support
as well as being the gateway to more intensive
interventions for both adults and families. The
integrated offer of support links across all age ranges
and builds upon the work delivered by Housing
Services and other public sector partners. The model
focuses around having key workers who will liaise
closely with individuals and households and co-
ordinate a number of different services and partners.
The approach is about intervening earlier and making
sure we look at people’s problems in the wider
context of their life, getting the right sort of support at
the right time.
14.Housing and support for homeless people Housing and support for children leaving care
A recent homelessness review undertaken by the Over the last five years the council has made huge
council suggests that official declines in statutory strides forward in its support for children leaving
homelessness statistics may be offset by increases care and has become well-regarded by other councils
in other forms of homelessness. The true extent in its approach. Housing officers now work within
of homelessness in Stoke-on-Trent is likely to the council’s leaving care teams making sure that
include a substantial number of people in the city all 16-18 year olds receive active and personalised
who have no secure housing available to them and support to meet their accommodation needs
who stay with their family or friends or in other alongside developing life skills and making the most
insecure accommodation on a short-term basis. of education and employment opportunities.
There is particular concern that young people form
a large part of this group, being most at risk of Our next step in supporting young people leaving care
hardship and becoming homeless in light of welfare and other vulnerable young people is to make sure
benefit changes. There is evidence to suggest that the right accommodation is available. We will:
many people who become entrenched in a cycle of • Identify and dedicate suitable accommodation
homelessness and destitution, offending, mental ill- specifically for occupation by these young people
health and substance misuse commonly begin their • Develop opportunities for funding accommodation
journey before their 16th birthday. by utilising pooled budgets across the council
and considering the use of innovative approaches
The council supports a range of housing related such as Social Impact Bonds and the use of
support and homeless prevention services which personal budgets
work with vulnerable people, helping them to gain • Develop services and an approach to pathway
control over the circumstances of their lives and planning for young people leaving care that will
gain access to health, financial and other services help them to make the right accommodation
as well as suitable temporary and then settled choices and to sustain their accommodation.
accommodation. This helps them to become less This will include the continued use of a council
vulnerable, more independent and less at risk of ‘training flat’ where young 17 year old care
crises that could result in them becoming long-term leavers can stay for a few weeks at a time to try
homeless. out independent living in a supported and safe
environment, before leaving care
The council is currently preparing a homelessness
strategy that has a strong preventative theme and
that aims to make sure people have access to
suitable, affordable accommodation with appropriate
support. In addition to addressing the issues of those
with multiple disadvantage, the council aims to work
with partners to ensure that:
• People and communities are prepared for
changes to welfare benefits
• Health, housing and criminal justice services each
contribute to the prevention of homelessness.
• Appropriate services are in place to support
young people
• Effective support through homelessness is
available and accessible to everybody.
• Health, housing and social care services are
available and accessible to everybody.
• Advice and support agencies in the city
operate flexibly
The council is committed to implement the required
measures to achieve the ‘Gold Standard’ of service
provision for people facing homelessness in the city.
15.Making homes warm, keeping bills low
In the period 2012-15, council action on ‘affordable
warmth’ led to 7,200 measures – insulation, heating
systems etc. – being installed in 4,100 homes. Our
plans to continue this work are set out in a new Fuel
Poverty Strategy for 2016-20 which intends to reduce
the rate and risk of fuel poverty. The aims are to
improve people’s thermal comfort and reduce cold-
related illness and excess winter deaths.
The objectives of the Fuel Poverty Strategy are to:
• Help and persuade people to use less energy,
reducing the amount they spend on energy, by
adopting a few simple measures Supporting older people
• Improve the fabric of dwellings to increase the
internal temperature There continues to be a strong preference for older
• Help people to work out how to best maximise people in the city to remain independent in their own
their household income and reduce costs. home for longer, for homes that are flexible enough
• Increase the amount and proportion of energy to take account of changing needs as people age, for
generated from renewable and low carbon more choice in relation to supported housing options,
sources for a wider range of support services and improved
• Make available additional services and funding housing information and advice services enabling
throughout the winter to reduce excess deaths older people to make an informed choice about their
and morbidity due to cold homes housing options.
We will work with energy suppliers and others both to Current support services for older people in the city
fund and to carry out the necessary activity to achieve include:
these aims by 2020. • Housing related floating support for people over
the age of 55.
• Housing related support in retirement villages
with care services (Extra Care) - In both of
the above services support is tailored to meet
individual needs and can include help to set up
and maintain a home, ensuring access to benefits
and budgeting advice, support to access health
services, support to access activities to reduce
isolation/loneliness and support to ensure that
the home is safe and secure
• Home Improvement Agency (HIA) - The HIA
provides a range of services including a
handyperson service, repairs and maintenance
advice, target hardening for victims of crime, a
navigator service to reduce social isolation and
hospital discharge support
• Community alarms/ assistive technology
• Rough Sleepers Outreach support - the service
provides help and support to people who are
sleeping rough within the boundaries of Stoke-
on-Trent and Newcastle-under-Lyme, with the
ultimate aim of helping them to move off the
streets with a view to finding and securing more
permanent accommodation. There are low levels
of numbers of older people rough sleeping (less
than ten on an annual basis) but the service
provides an important role to ensure that no-
one spends a second night out on the streets in
the city
16.Our objective:
To respond well to government requirements and make the most of government initiatives that
relate to housing
The Housing and Planning Act 2016 and Housing benefit accommodation size limits: the level
Welfare Reform of housing benefit that a single person under the age
The government is in the process of introducing of 35 living in private housing can claim is limited to
several new housing and welfare policies that will the local housing allowance for a room in a shared
require the council to make some changes to the way house. Any households living in any tenure may not
it manages the homes it owns. These include: be eligible for full benefit to cover the whole rent if
they have more bedrooms than they require.
Housing and Planning Act 2016
Letting the large majority of council homes on fixed Our response to these changes is to:
term tenancies of between two and ten years (rather • Undertake pre and post tenancy work with all
than secure ‘lifetime’ tenancies). new council tenants. This includes assessment of
eligibility and relative need for a council home
Future successions to secure tenancies, other than • Provide support to tenants to help them to sustain
when a spouse or civil partner is succeeding, will their tenancies through income advice and
usually result in the granting of a fixed term (rather assisting people through the welfare reforms.
than a secure) tenancy. • Make sure all houses in multiple occupation are
properly regulated in line with legislation and
Forced sales of higher value council homes whereby government guidelines
the council will be required by government to sell • Undertake periodic reviews of fixed term
‘higher value’ (as yet to be defined) homes as they tenancies, at which we will provide information
become vacant and to pay an amount (estimated to be and advice about housing options and help
the money the council would expect to raise through tenants to plan ahead for the end of their
sales) to the Treasury. The intention is to use the tenancy term
receipts from these sales to fund the extension of the • Make sure that new social housing that is built
right to buy to housing association tenants. responds to current need and demand.
• Support those affected by increasing rents to
Welfare reforms access a range of suitable housing options
The introduction of Universal Credit and Benefit
Cap, a single monthly payment to people who receive
a range of benefits (instead of several individual
payments). This will require people to have a bank
account and to be able to manage their money
on a month-to-month basis. The benefit cap was
introduced in April 2013 and limits the total benefit
levels that a household can receive at £500/week for a
couple and single parent households and £350/week
for single adult households.
Spare Room Subsidy which, since April 2013 has
limited the level of housing benefit available to
council or housing association tenants who have one
or more ‘spare’ bedrooms and are therefore deemed
to be under occupying.
17.A FOCUS ON HOMES
Our objectives:
To make new housing development viable so that a range of new homes are built that are
attractive and affordable to people whatever stage of life they are at
To respond well to government requirements and make the most of government initiatives
that relate to housing
We are the first council to be awarded National We are taking direct action, through a combination
Housing Business Ready status by the Housing and of measures and in partnership with the Homes and
Finance Institute. By being approved as Housing Communities Agency, to make sure developers get a
Business Ready the city has proven that it performs viable return on their investment in Stoke-on-Trent.
strongly against key performance measures, has We have listened to housing developers and we are
strong political leadership, has an appetite to do now keen to forge relationships with developers,
business and has strong commitment to housing including small and medium-sized enterprises (SME
growth. developers), who are committed to Stoke-on-Trent’s
long-term future.
We want to have a good dialogue with developers so
Stoke-on-Trent is going from strength that we can support viability in the most appropriate
to strength in housing. way on a site-by-site basis, and so that they agree to
employ local people, create apprenticeships and draw
There is so much that Stoke has to on local supply chains.
offer. Stoke-on-Trent has made great
progress and implemented big changes. The council is releasing its surplus land to
With a strong platform for growth, it facilitate and accelerate the delivery of housing
now needs to shout about its successes and development. In addition, the council is
and what it will be doing next. actively investing in land assembly and improved
infrastructure provision to support and facilitate
Natalie Elphicke OBE delivery.
Chief Executive, The Housing & Finance Institute
The range of actions we are taking to improve
development viability include:
Making new development viable and attractive Land price:
We want to make sure that the places where we want
We know that the level of new house-building in the development to happen are also viable and attractive
city has been at a low ebb since around 2001 but from a development point of view. We will:
that has now changed. In 2014/15, the number of • Package strategic sites – linking good quality
homes built was 65% higher than the average for the viable sites with more challenging ones – to bring
previous six years and there are other signs too that
sites forward through a single developer.
the market conditions have been improving.
• Maximise government funding to support
site assembly
In order to stimulate continued improvement and
• Invest in site remediation, where appropriate, in
encourage development we are taking both a positive
partnership with Stoke-on-Trent and Staffordshire
and proactive approach to planning applications
and working with developers - to make sure that Local Enterprise Partnership (SSLEP)
developers understand and are working with planning • Proactively work with developers through the
teams to ensure the right sort of development is in pre-application service to speed up the planning
the right location - and a flexible approach taken application process for complex cases and provide
to individual sites, anticipating the changes in the developers with a greater level of certainty
Housing and Planning Act. following the submission of a planning application
18.Developer cash-flow: Renewing and improving housing markets:
We want to make sure that developers feel free to In some localities, direct action is required to upgrade
develop rapidly, unconstrained by concerns around the quality of existing homes, environments and
sales. We will: management practices. We will:
• Defer payment on sale of council land for housing • Target some council-owned and managed
until completion of schemes / sale of homes localities with programmes for improving both the
• Facilitate dialogue between private developers dwellings and the residential environments
and registered providers to enable the provision of • Direct the large majority of new housing and other
affordable housing development to brownfield sites
• Utilise available funding to support infrastructure • Consider applying our Empty Homes Acquisitions
and build costs to bring sites forward and Disposals programme on selected empty
• Continue to make low cost developer finance homes, to bring new investment and energy into
available for particular schemes, through the some localities
HCA’s loan funding programmes, to reduce the • Consider selective demolition and rebuilding
equity required to develop out those schemes where this is considered the most appropriate
solution to improving the locality and housing
Increasing certainty: market
We appreciate that uncertainty can make things • Expand our action to improve private housing,
difficult for developers, so we will increase certainty especially empty homes and the private rented
through a range of options. We will: sector
• Consider deals for buying homes developers build
in more marginal areas We have established our own housing company,
• Consider forming joint ventures with individual Fortior Homes, enabling the council to take a direct
developers to share risk and future profit and flexible role in house building (including in
• Support partnerships between private developers partnership with private developers and housing
and registered providers through which any associations). We plan to build high quality private
required affordable housing can be delivered rented accommodation in particular locations through
• Consider borrowing money from the Public the company as well as other types of housing to fill
Works Loans Board (PWLB) to invest in housing gaps in the market and improve developer confidence.
development
• Support take up of the government’s home
ownership schemes including Starter Homes
Initiative and Help to Buy
• Consider other ways the council might help
people to access mortgage finance to enable them
to purchase a home, especially where this can
be combined with refurbishment of an existing
essentially sound but poor condition dwelling
19.Our objective:
To improve the condition and liveability of existing homes and rental management practices
in Stoke-on-Trent
Private Sector Homes In some localities, the consequent management
neglect, disrepair and sometimes dilapidation causes
There are over 85,000 private homes in Stoke- problems for the local community.
on-Trent, making up three quarters of the total
residences in the city. While the quality of both rented The empty homes team have brought 958 long term
and owner occupied homes is improving, standards empty homes back into use. It is estimated that
remain below the national average. What this means this has delivered circa £15million of revenue into
is that there are insufficient good quality options to the economy of Stoke-on-Trent; this is generated
attract people looking to rent or buy in order to settle via rental income, council tax revenue, local land
in Stoke-on-Trent. charges, debt and repairs that have been privately
financed.
The private rented sector, which has grown
significantly over the last 15 years, presents Central Government policy is likely to impact the
particular challenges. The sector is in relatively private housing sector, particularly buy-to-let
poor condition and, while some private landlords are landlords. As of April 2017, the amount of Income
professional, others need advice and support in order Tax relief that private landlords can get on residential
to do a good job. Too many landlords are absent or property finance costs will be restricted to the basic
careless and there are still too many long-term empty rate of tax. The finance costs that will be restricted
private dwellings (in September 2016, 1,693 had been include interest on mortgages, loans (including loans
empty for more than six months). Vulnerable people to buy furnishings) and overdrafts. Changes to stamp
rely to a greater extent on the private rented sector duty are also likely to have an adverse impact on
for accommodation, and shared living arrangements private landlords and as of April 2016 homeowners
and houses in multiple occupation are becoming with more than one property have to pay an additional
more common. 3% in stamp duty when buying additional homes.
20.Private rented housing Empty homes
Stoke-on-Trent City Council aims to support private Stoke-on-Trent City Council is working to deliver its
landlords to operate to a high standard. We have had Empty Homes Strategy 2014-2019 in order to bring
a Landlord Accreditation scheme for over ten years more empty private sector homes back into use.
and this provides a means for dialogue between the We take actions on a case-by-case basis and the
council and the city’s engaged and conscientious measures we bring to bear on owners include:
landlords.
• Measures to encourage and persuade owners to
We license houses in multiple occupation in line bring their properties up to a decent standard and
with government requirements, and we also license let them to tenants:
private landlords in a few localities – namely Hanley, • Offering no discount on Council Tax, so owners
Fenton and Tunstall – through a Selective Licensing of empty homes pay the full amount
scheme, which helps to drive management and • Tracing owners using Council Tax data and a
dwelling conditions up. specialist agency
• Engaging owners, and aiming to initiate action
We have a bond scheme that enables eligible new by providing information, advice and guidance
tenants to settle the up-front costs of taking up a • Providing low-cost loans (of up to £20,000) to
private tenancy – including the deposit and advance pay for works to properties on condition that
payment of the first month’s rent – and repaying this they are let to tenants at an affordable rent for
sum over a longer period. This helps to smooth the five years following completion of the works
way for landlords to take tenants on low incomes or • Encouraging use of managing agents to let the
who are dependent on benefits. dwelling – including some registered providers
• Encourage new landlords to join the Landlord
The council’s Safe and Sound Homes (SASH) Accreditation Scheme
programme undertakes home visits in the selective • Offer a small match funded grant to
licencing areas to all households who may be isolated accredited landlords to bring their empty
and detached from services they could benefit from. homes back into use
• Offer a free repair advice line to empty home
Our Tenancy Relations Officer mediates between owners to support empty home owners to bring
private sector landlords and tenants where problems the property up to a good quality standard.
occur for vulnerable people living in the private rented
sector, and provide advocacy with landlords where • Measures to compel owners to take action when
appropriate. their empty home is having a detrimental impact
on the environment and negative effect on the
We are stepping up our efforts to improve the way the community living in the vicinity. If the owner
private rented sector operates by: does not respond to softer mechanisms, and
• Undertaking a feasibility study into a private particularly if there is a debt outstanding on
landlords managing agent scheme, where the property, we will draw on the range of legal
management practices are not up to the required powers available to us in accordance with the city
standard council’s Enforcement Policy. These include:
• Increase our capacity to drive a more proactive • compulsory purchase orders to force change
approach to enforcement against poor landlords of ownership
– including considering how best to employ new • enforced sale for works done in default
legal powers in the Housing and Planning Act • enforced sale to recover council debt
2016 to tackle poor landlords who we know have • legal notices to the owner to make the
committed particular housing offences property safe or to improve the external
• Considering direct building of high quality appearance of the property or to order repairs
new homes for private rent through our local • legal powers under the Housing Act 2004,
housing company following a Housing Health and Safety Rating
System (HHSRS) assessment
• other legal powers to compel owners to take
appropriate action
21.There are however, ten blocks of nine storeys of the
same archetype that now require investment in the
region of £1.5m per block.
In respect of medium rise accommodation, Matthews
Walk is being refurbished and 31 blocks of six flats
have been refurbished, including new landscaping
and parking.
Currently there are 212 units of sheltered
accommodation across seven schemes. Whilst one
of these is undergoing refurbishment, a further two
schemes have undergone option appraisals and the
remaining four schemes await them. To complement
the existing accommodation, there are three new
Extra Care schemes under development through a
Private Finance Initiative (PFI).
Overall we have decent homes and a sound housing
Council-owned and managed homes revenue account business plan, but with some
difficult assets. Through a programme of surveys and
The council has retained housing assets dispersed option appraisals, the council are reviewing these and
across the six towns. As of 31 March 2016 there were have initiated pilot schemes and projects to address
18,541 homes for rent and 363 leaseholders. The them. These include:
majority of these are in good condition and there • High rise property surveys and costed work plans
remains demand for low cost social housing. • Commercial property surveys and investment
plans
The houses are predominantly two-bed and three- • Sheltered housing option appraisals
bed properties (98.6%), the majority of bungalows are • Structural and viability reviews of maisonettes
one-bed (92.5%) and the apartments are substantially • Pilot projects on estate environmental
one-bed (28.8%) and two-bed (67.1%). There are improvements
small numbers of bedsit apartments and non-self- • Pilot programmes for the replacement of UPVC
contained one-bed properties. cladding on bungalows, tile and timber cladding
to properties generally and cross-wall cladding
with new insulated cladding
Stock profile
The stock as a whole has benefited from significant
decent homes investment and our houses in
particular, which account for approximately two
thirds of properties, are generally regarded as being
in a satisfactory condition. A pilot scheme has been
undertaken to provide insulated cladding.
The stock includes over 3,500 bungalows and
significant numbers of these have issues which
include poor layout and space, poor access (up or
down external stairs) and poor geographical location
in relation to local amenities. A further pilot scheme
to provide insulated cladding to bungalows at Fegg
Hayes estate has been undertaken, which over time
will be extended to all bungalows with UPVC cladding.
In respect of high rise accommodation (8 – 12
storeys), of 16 blocks three are in satisfactory
condition and a further three are undergoing
refurbishment in 2016/17.
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