Cheltenham Borough Council Housing & Homelessness Strategy 2018-23
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
Cheltenham Borough Council
Housing & Homelessness Strategy
2018-23
1|Page
CBC Housing & Homelessness Strategy 2018-23Foreword
It is a privilege to introduce Cheltenham our existing stock. This includes bringing
Borough Council’s Housing & Homelessness empty homes back into occupation and
Strategy 2018-23. raising standards in the private rented sector.
Everyone should have the right to a decent, Despite a loss of income over four years to
affordable home; this is something I 2020 because of changes to the Government’s
passionately believe. At present Cheltenham rents policy, the Council and Cheltenham
doesn’t have all the homes that local people Borough Homes together will continue their
need, so in order to address some of these programme of maintenance and
issues the Council will be launching a £100m improvements to council homes, including
building programme to provide around 500 works to improve the energy efficiency of
homes, with the needs of families and young houses and flats.
people especially in mind.
With Austerity, and the continuing impact of
This step change in delivery will include: national policies, our strategy also provides a
strong focus on preventing homelessness and
Homes for affordable rent and shared seeks to alleviate some of the key issues in
ownership our communities that can put pressure on our
Leasing and open market purchase housing. Much of what we will seek to
Acquiring long term empty homes achieve within this strategy will require strong
Buying back homes lost through right partnership and collaboration, but none more
to buy so than our work in preventing homelessness.
Investing in and developing smaller
sites that would not otherwise trigger
an affordable housing requirement if
delivered by a private landowner
Private rented accommodation has its
limitations and we are proposing
direct investment in homes for
market rent. Longer term security for
young professionals and families is
much sought after. Providing homes
for market rent in the private sector is Councillor Peter Jeffries
a new and key priority. Deputy Leader of the Council,
Cabinet Member Housing
In addition to providing more new homes, our
strategy also focuses on making better use of
2|Page
CBC Housing & Homelessness Strategy 2018-23Executive Summary
This Housing & Homelessness strategy sets out how we intend to meet the housing needs of our
communities within Cheltenham over the next five years. Our vision is to increase the availability,
quality, suitability and affordability of accommodation, and to create communities that are safer,
stronger and healthier.
We will seek to achieve this by focusing on the following four outcomes:
Increasing the provision of affordable housing;
Making best use of existing housing and improving our neighbourhoods;
Tackling homelessness; and
Improving the health and wellbeing of our communities.
Beneath each of these outcomes sit a number of key priorities, which are in turn supported by a
range of activities, many of which will require significant partnership working and collaboration in
order to bring about their delivery.
The table below summaries our priorities and includes an outline of the activities that we will
undertake (as at 2018) in order to make progress towards our priorities and outcomes.
For more details about the range of activities that we will undertake to support this strategy, please
refer to our action plan at Appendix 1. This action plan will be updated annually to reflect progress
made, and also to consider new initiatives in light of any changes to national policy and/or local
needs.
3|Page
CBC Housing & Homelessness Strategy 2018-23Outcome Priorities Key activities to support delivery (as at 2018)
Increasing the We will undertake measures to facilitate the We will establish an internal coordinating group between planning policy,
provision of supply of housing in sustainable locations, in development management, property services and housing strategy and enabling
affordable housing accordance with the Joint Core Strategy and services, to understand key pressure points and risks, and to identify and work
emerging Cheltenham Plan with our partners to provide solutions. This will also coincide with a working group
between Cheltenham Borough Council and Cheltenham Borough Homes to
support delivery
We will secure additionality in the provision of We will identify funding opportunities and work with housing providers to secure
affordable housing the provision of homes that would not otherwise be delivered as affordable
housing
We will increase the supply of long term private We will work with Cheltenham Borough Homes to agree a business model to
rented housing facilitate the delivery of private rented accommodation on a long term let basis
We will ensure that our affordable homes remain We will investigate affordability issues in relation to Affordable Rents and capture
affordable our position within a Supplementary Planning Document, or such other planning
documentation
We will make best use of our commuted sums We will seek to create greater flexibility in its use in order to maximise
(payments received in lieu of affordable housing) opportunities, with the potential to alleviate housing need through the private
rented sector as well as through the provision of more affordable housing, subject
to appropriate approvals
We will improve the affordable housing offer for We will work with our partners to agree a county-wide Housing with Care Strategy,
older people, and those with physical disabilities which in turn will be supported by its own action plan for Cheltenham
and other specialist housing needs
Outcome Priorities Key activities to support delivery (as at 2018)
Making best use of We will improve standards in the private rented We will undertake a range of activities, from implementing the extension of
existing housing sector mandatory licensing of HMOs and exploring new powers to tackle rogue landlords,
and improving our through to identifying health and safety hazards in peoples’ homes and promoting
neighbourhoods good practice via our Landlords’ Accreditation Scheme
We will reduce the number of empty homes We will identify empty homes and work with owners to bring those properties
back into use, taking enforcement action when necessary
We will promote affordable warmth and tackle We will monitor the jointly commissioned Warm & Well Scheme and review
fuel poverty outcomes. We will also implement a programme of works to improve the energy
efficiency of our council homes
4|Page
CBC Housing & Homelessness Strategy 2018-23 We will maintain the quality of, and make better We will improve the performance analysis of our homes by implementing an asset
use of, our council homes management modelling toolkit and by undertaking a commissioning review of our
sheltered housing, with a view to developing a new Asset Management Strategy.
We will also undertake activities to incentivise downsizing
Outcome Priorities Key activities to support delivery (as at 2018)
Tackling We will develop a range of prevention offers for We will implement new initiatives, such as a lodgings scheme for young people,
homelessness homeless households and improve access into the and empower front line officers to find innovative solutions via a ‘prevention
private rented sector purse’. We will also review the Homeseeker Plus Allocations Scheme and
referral/pathway arrangements for specific groups
We will tackle debt and benefits issues, support We will continue to commission the delivery of debt, benefits and housing rights
financial and digital inclusion, and ensure the advice and review their outcomes. We will also ensure best use is made of
provision of housing rights advice Discretionary Housing Payments for households who are in a short term crisis,
and seek additional funding opportunities, should this be required
We will support and develop initiatives to tackle We will commission and promote the use of alternative options to B&B for young
youth homelessness people who are homeless; review pathways and protocol arrangements for care
leavers, and be involved in the county council’s future commissioning
requirements for Accommodation and Community Based Support services
We will support and develop initiatives to reduce We will review funding requirements for the recommissioning of target hardening
homelessness as a result of domestic abuse services and the sanctuary scheme in order to protect those who wish to remain in
their homes. We will also monitor and review our places of safety arrangements to
ensure alternative housing options are available for those who need to move
home as a result of domestic abuse
We will undertake activities to reduce rough We will review funding arrangements and plan for the recommissioning of
sleeping assertive outreach services. We will also monitor and review the outcomes of
ACTion Glos, a jointly commissioned, outcomes based funded service focusing on
supporting entrenched rough sleepers into accommodation, treatment services,
and into training, education and/or employment
We will support vulnerable people in accessing and We will review Homeseeker Plus Allocations Scheme and current pathways for
maintaining suitable housing move-on accommodation. We will inform the county council’s future
commissioning arrangements for accommodation and community based support
services. We will also undertake a new risk-based approach to tenancy
management for our council tenants, identifying risks early, so that appropriate
5|Page
CBC Housing & Homelessness Strategy 2018-23support can be put in place sooner to sustain tenancies
Outcome Priorities Key activities to support delivery (as at 2018)
Improving the We will undertake activities to help support We will work with housing providers, through our Affordable Housing Partnership,
health and healthy and sustainable communities to support good practice in lettings and housing management policies. We will
wellbeing of our also support the implementation of ‘Welcome to the Future – A local model for
communities building socially sustainable communities’ on new, large housing developments
We will create a sense of place through estate We will deliver affordable housing on under-utilised, council-owned garage sites.
regeneration and renewal We will also consider options regarding the potential regeneration of parts of west
Cheltenham
We will support people into training, education We will develop initiatives that will assist tenants and young people into
and employment employment through, for instance, apprenticeships. We will also explore how new
development and refurbishment initiatives of our council homes can support this
priority
We will undertake initiatives to tackle anti-social We will continue to develop partnership arrangements via Solace to reduce anti-
behaviour social behaviour. We will also undertake a preventative approach by developing
diversionary and educational activities, particularly with young people
We will take steps to support independent living We will undertake activities to reduce the effects of social isolation, such as the
for older people, and people with physical provision of community hubs. We will ensure adaptations are provided for
disabilities households with disabilities who wish to remain in their existing homes and
develop greater consistency across the county. We will also work with health
partners to reduce delays in hospital discharge, and support other initiatives that
facilitate independent living
6|Page
CBC Housing & Homelessness Strategy 2018-231. National Priorities – local impact enables developers to reduce their
affordable housing contributions,
potentially to zero, where they can
1.1 Introduction demonstrate that the financial viability of
There is significant interest in housing at the a scheme would otherwise be
national level. The recent Housing White compromised. Whilst this policy may have
Paper - Fixing our Broken Housing Market sets the benefit of stimulating the market and
out the government’s current position by bringing about development on what
outlining plans for how developers and might otherwise be stalled sites, the
councils can assist in increasing supply, consequence is that fewer affordable
primarily through changes to the planning homes are being provided locally. This can
system and through increased funding be particularly so where developers have
opportunities. overpaid for their sites.
Recent relaxations in the Right to Buy
Alongside increasing the supply of new criteria, which have led to greater
homes, the government is also keen to see discounts for tenants and a shortening of
improvements in standards within the private the period (from 5 years to 3 years) for
rented sector. It is planning to extend which a tenant needs to reside in social
mandatory licensing to include more Houses housing in order to be eligible to buy their
of Multiple Occupation, and, through the home, have incentivised the take-up of
Housing & Planning Act 2016, it is providing right to buy, which in turn has reduced
councils with new powers to tackle rogue the supply of affordable homes.
landlords. Whilst councils are able to retain an
element of their Right to Buy receipts on
There is also a focus on tackling
homes sold, there are restrictions over
homelessness, with the Homelessness
how these receipts can be used, and this
Reduction Act 2017 setting out new duties on
has the effect of limiting our options to
councils to prevent homelessness for
increase supply.
everyone, regardless of their priority need
The cap on how much councils are able to
status.
borrow against their Housing Revenue
Cheltenham Borough Council will take steps Accounts (HRA) means that delivery of
to capitalise on these measures through the affordable housing through the councils’
priorities that we have identified within this HRA is restricted.
Housing & Homelessness Strategy, working Government rent policy change (from
alongside the policies of the Joint Core Consumer Price Index (CPI) +1%/year to a
Strategy (JCS) and the emerging Cheltenham rent decrease on social and affordable
Plan (i.e. our local planning policies). rents of 1%/year over 4 years to 2020) has
resulted in an estimated £6.7m loss of
Notwithstanding these opportunities, there projected investment in social housing
are nevertheless a number of constraints from Cheltenham Borough Council’s HRA
which comprise the supply affordable business plan over this 4 year period. The
housing. These are as follows: government has recently announced that
from 2020 rents will now revert back to
The National Planning Policy Framework,
CPI + 1% over the following 5 year period.
which has introduced a policy that
It is therefore hoped that this will provide
7|Page
CBC Housing & Homelessness Strategysome stability to the affordable housing Allowance, has meant that benefits have
market and create opportunities to failed to keep pace with these increases in
refocus more investment in this sector. rents, forcing many low income households
1.2 Future government direction out of the private rented sector.
There are a number of other government In addition, the implementation of Universal
initiatives, captured within the Housing & Credit is also likely to have an adverse impact
Planning Act, which require further on those households who are less able to
regulations before they can be implemented. manage their financial affairs. Safeguards
These include - the ending of lifetime have been put in place to help those who are
tenancies; the extension of the Right to Buy to most likely to struggle to make online claims
Registered Providers; and the introduction of and manage their finances, but there are risks
the Higher Value Levy on councils, which, it is that in spite of these safeguards some
proposed, would be used to fund the discount households will fall into rent arrears and
that Registered Providers would have to offer become homeless.
through Right to Buy. We will keep a watching
More detailed information about the specific
brief on these, and seek to capitalise on any
pressures experienced locally is set out in our
opportunities and manage any risks arising
Housing & Homelessness Strategy Evidence
from these initiatives, if implemented.
Base at Appendix 2 of this strategy.
We will also await details of the government’s
forthcoming Social Housing Green Paper,
1.5 Strategic Context
which promises to provide a wide-ranging
review of the issues facing this sector.
1.4 Local pressures
Housing &
Homelessness
The number of new affordable housing Strategy
completions has fallen in recent years, largely
due to our reliance on delivery through s.106
provision. These pressures have been
JCS & Place
compounded by high house prices, which Cheltenham
HRA Business
Plan
Plan Strategy
have led to more households seeking private
rented accommodation as a solution to their
housing needs. This in turn has pushed up the
price of the private rented market. The
CBH Business
government’s introduction of the freeze on Plan
welfare benefits, most notably Local Housing
The Council’s Place Strategy has a clear vision, to achieve this by bringing forward housing
which is to ensure that our businesses, that is affordable, accessible, safe and secure.
communities and people can thrive. A key role
for the Council’s Housing & Homelessness Our Housing & Homelessness Strategy also
Strategy is to support this vision. We will seek informs, and is informed, by the Joint Core
8|Page
CBC Housing & Homelessness StrategyStrategy and the emerging Cheltenham Plan, provide housing options and statutory
as well as our HRA Business Plan. The HRA homelessness services on our behalf.
Business Plan sets out the Council’s high level
priorities in relation to the management of We also operate within a number of key
our council homes and the services we strategic partnerships, both county and
provide to our tenants. It also sets out our borough-wide. These partnerships are made
aspirations to deliver a new supply of up of: district and other statutory authorities,
affordable housing. These plans, and this Registered Providers, and the voluntary
Housing & Homelessness Strategy, will guide sector. We will use these partnerships, and
Cheltenham Borough Homes (CBH) in setting our commissioning arrangements, to ensure
out their medium term priorities. that we are across key issues and trends as
they emerge, so that effective solutions can
Taking account of issues highlighted in the be found in a timely manner.
evidence base to this strategy, we consider
there is a need for a step change in how we
approach housing delivery. This strategy sets
out our approach and the targeted
interventions which we use to drive forward
our priorities over the next 5 years.
1.5 Partnerships
Cheltenham Borough Council cannot deliver a
successful Housing & Homelessness Strategy
in isolation. As a commissioning authority,
much of our success in meeting our outcomes
will be dependent upon the efforts of a
number of organisations, including CBH, who
manage the council’s housing stock and
9|Page
CBC Housing & Homelessness Strategy2. Our Vision, Outcomes and Priorities
Our vision is to increase the availability, quality, suitability and affordability of accommodation, and
to create communities that are safer, stronger and healthier.
We will seek to achieve this by focusing on the following outcomes:
Increasing the provision of affordable
housing
Making best use of our existing housing
and improving our neighbourhoods
Tackling homelessness
Improving the health and wellbeing of
our communities
The following sections focus on each of these outcomes in turn, identifying key priorities that will
help us to support this vision.
10 | P a g e
CBC Housing & Homelessness StrategyOutcome 1
Increasing the provision of
Affordable Housing
1. Introduction Affordable housing includes Social Rent,
Affordable Rent and Intermediate
Cheltenham has some of the highest house accommodation, such as Shared Ownership
prices in the south west. In its ‘Home Truths’ (i.e. part rent/part buy). These terms, and
Report 2016/17, the National Housing affordable housing generally, is defined at
Federation cited Cheltenham as having an Annex 2 of the National Planning Policy
average house price of £274,000 and a ratio Framework.
of house price to income of 9.9%. Real
earnings are failing to keep pace with house The latest Strategic Housing Market
price rises, and these pressures are set to Assessment (SHMA) 2015 sets out
grow, as the population both within Cheltenham’s affordable housing
Cheltenham and more generally within the requirements for the JCS area. It shows a
Joint Core Strategy (JCS) area continues to requirement for 639 affordable homes/year
increase. across the JCS area, of which 231 affordable
homes/year should be delivered to meet
In order to keep pace with the projected Cheltenham’s needs (or 3,696 homes over the
growth in population, the JCS sets out the 16 year period from 2015). Matched against
number of homes that need to be delivered this is a potential affordable housing supply of
over the plan period (2011-2031) to meet the 2,654 homes (derived from various planning
Objectively Assessed Needs of Cheltenham, commitments, district plans and strategic
Gloucester and Tewkesbury. For Cheltenham allocations assumptions). Taking this into
alone there is a housing requirement of 546 account, there is an additional affordable
homes that need to be delivered every year housing requirement of 1,042 homes between
throughout this plan period in order to meet 2015 and 2031, which is as yet unmet. This
the required 10,917 additional homes. The number may increase if viability issues are
JCS’s Housing Implementation Strategy has presented on s.106 sites, resulting in a loss of
set lower delivery targets for the first half of affordable housing, or if s.106 sites generally
the plan period (450/year to 2022), but to become stalled, etc. Affordable housing
date actual delivery has so far fallen short of delivery in the last 3 years in particular has
this target. (Net completions over the period been poor, with the number of completions
2011/12 to 2016/17 were only 63.9% of the for 2014/15, 2015/16, and 2016/17 being 24,
450/year target). 34 and 52 respectively. This simply cannot be
allowed to continue.
2. Affordable Housing Requirements
11 | P a g e
CBC Housing & Homelessness Strategy3. Meeting Cheltenham’s Affordable understand whether or not we are on target
Housing Requirements for the delivery of these new homes. If we are
off-target, then we will set out what action we
The Council relies significantly on the market need to take to address any supply/delivery
to provide affordable housing through
issues.
landowners’ s.106 obligations. If sites do not
come forward in a timely manner, then These will include:
housing supply generally will be affected, and
this in turn will affect the delivery of the Working with developers and
majority of our affordable housing supply. It infrastructure providers to remove
follows that all practical steps must be taken obstacles to the delivery of sites.
to ensure there is a timely delivery of housing Seeking alternative sources of funding if
in accordance with the supply trajectories as problems with infrastructure provision are
detailed within the JCS’s Housing delaying the development of key strategic
Implementation Strategy. sites.
Exploring the potential for early release of
We have therefore set the following priorities safeguarded land.
to bring about the delivery of affordable Working with other authorities under the
housing: Duty to Cooperate to address any unmet
needs.
Priority 1: Facilitating the supply of Identifying alternative sites.
housing
In addition, we will commit to undertaking a
range of activities to minimise against site
delivery risks at various stages of the planning
We will track our progress of housing supply process. The specific risks, and the activities
against our projected delivery trajectory to we will undertake, are detailed as follows:
Risks Potential Actions to Minimise Risk
Planning application We will ensure there is regular contact with the agents to
for allocated sites not encourage timely submission of applications.
submitted
Outline applications We will encourage the submission of hybrid applications with
submitted without outline applications accompanying detailed phase 1.
clear implementation
strategies
Planning application We will ensure there is extensive pre-application contact with
validation delay developers and prioritise resources for major site submissions.
Determination of We will undertake targeted pre-application contact with developers
application takes and establish Planning Performance Agreements for strategic sites.
longer than
anticipated
Application refused We will ensure that planning policies are addressed during pre-
application discussions, which should encourage developers to
adhere to the plan policies.
We will undertake Member training and engagement to ensure
that Members are aware of the decision-making framework for
allocated sites and potential impacts on the overall housing land
supply
12 | P a g e
CBC Housing & Homelessness Strategy We will adopt an enabling role to support strategic conversations
with statutory consultees.
We will adopt a co-ordinated approach across the specialisms
required to assess the detail of planning applications. The focus will
be on finding solutions in line with the approach set out in the
National Planning Policy Framework.
Delay in anticipated Where specific factors can be identified, we will seek to work with
start date or where the site owner/developer to identify ways to restart or bring
construction on site is forward development. This will include consideration of Homes
stalled. England funding and potential renegotiation of planning conditions.
Focusing on s.106 schemes that are failing
Priority 2: Securing additionality in the to meet the full affordable housing
provision of affordable housing obligations for viability reasons, by
purchasing additional dwellings that
would take the number of homes
acquired up to (and potentially beyond)
We want to bring about a step change in the
the full affordable housing requirement
delivery of affordable housing. In order to do
for the scheme.
this, we cannot simply rely on private
Buying back homes previously lost
landowners/developers delivering through
through Right to Buy. Going forward, we
s.106 obligations. Viability issues, stalled
will develop a policy position to provide
delivery and other delays have all contributed
greater clarity around the circumstances
to poor affordable housing supply in recent
when we will do this.
years. While we will take steps to tackle
Acquiring long term empty homes - if
supply issues we also need to have a clear
necessary through Compulsory Purchase
focus on bringing about the delivery of
Orders.
affordable housing over and above what we
Acquiring land for development. This will
might anticipate through the timely delivery
include large sites, and also smaller sites
of financially viable s.106 sites. By increasing
that would not otherwise deliver
supply in this way, we will aim to meet the
affordable housing.
needs of low income households and provide
Focusing on stalled sites with planning
greater opportunities for households, young
consent, and if necessary acquiring these
and old, to find stable, long term secure and
sites through Compulsory Purchase
affordable housing.
Orders.
As a minimum, we have set ourselves an Encouraging proposals that bring vacant
ambitious target of delivering 1,000 floor space above shops back into
affordable homes, over and above what the beneficial use.
market will provide without our intervention, Acquiring homes from the open market.
during the plan period. Developing and maintaining a pipeline of
affordable housing on Council owned land
We will seek to achieve this through a range (i.e. both HRA and General Fund land).
of mechanisms, which include:
In addition, we will use these opportunities to
deliver a range of tenures and dwelling sizes,
13 | P a g e
CBC Housing & Homelessness Strategyincluding potentially specialist housing security that is generally absent in the
provision, where needed, and in accordance private rented sector. We consider this is
with the SHMA. Where we buy land for future not just important for helping deliver
development, it will also be in our gift to security of tenure, but also to support
provide quality homes over and above stable and balanced communities. We
minimum space and design standards to want our residents to feel part of their
better meet the needs of older people and community and take pride in their home.
those with physical disabilities, should these We consider that providing greater
emerge as specific priorities for a particular certainty will encourage this.
site. Choice. The provision of more affordable
housing is our main priority; however, by
To turn our vision into a reality, we will work
providing additional homes as private
with CBH to explore the most appropriate rented accommodation we will also be
delivery vehicle, and funding requirements, to able to ensure there is a greater choice of
bring about this step change in affordable longer term housing for residents across a
housing provision. wider range of budgets and needs. We
anticipate that this in turn will help to
Priority 3: Increasing the supply of attract and support the retention of
long term Private Rented Housing young people and families in Cheltenham,
thereby supporting the growth of our
town.
Quality. We will provide quality homes
Private rental rates in Cheltenham have
for rent, absent of defects and health and
increased significantly in recent years,
safety hazards that can sometimes be
reflecting the fact that demand is outpacing
found in the private rented sector,
supply. This is hardly surprising given that
particularly at the lower end of the
home ownership is now out of reach for
housing market.
many, in particular young people. Whilst we
Affordability. It is our intention to let
will seek to address this by taking concerted
most of our homes at market rents.
action to ensure there is a timely delivery of
However, any surpluses generated will be
housing generally, and by focusing on the
used to support the delivery of more
supply of more affordable homes through
affordable homes, and/or to provide
additionality, we will also take the
private rented homes at subsidised rents,
opportunity to deliver our own supply of
in order that we can increase choice for
private rented housing.
lower-income households, particularly
This will offer the following benefits: those who are homeless or threatened
with homelessness.
Security. Tenancies will be offered on an
assured shorthold basis, but our intention
is that residents will be able to stay in Priority 4: Ensuring that our homes
their homes for as long as they wish, remain affordable
provided the standard tenancy conditions
are met. This will ensure that all those
households seeking a home, including
young families, will have a level of
14 | P a g e
CBC Housing & Homelessness StrategyThe government introduced the Affordable We will seek to achieve the use of commuted
Rent product in 2011 as means by which sums for these purposes by capturing our
Registered Providers could deliver new requirements within s.106 agreements and in
affordable homes without public subsidy. our Cheltenham Plan.
Affordable Rents are generally set at 80% of
market rents, though this is an upper limit. Priority 6: Improving the Affordable
For some, the Affordable Rent product is not Housing offer for Older People
affordable. This is particularly the case for
larger homes, such as 4 bedroom houses. We
Both nationally and locally we have an ageing
will keep this under review, but our intention
population. The population of older people
is to ensure that new, larger homes, and in
(over 65s) is set to rise in Cheltenham by
particular 4 bedroom homes, are set below
39.1% over the plan period to 2031. This has
80% of market rents and ideally at social rents
an impact on how we evolve as a community
(i.e. target rents as determined through the
and the demands on specialised housing and
national rent regime). We acknowledge this
services. In Cheltenham, the impact is
can affect the financial viability of schemes, so
exacerbated by the increasing aged ageing
any decisions about rent levels will be taken
population (those over 85).
with this consideration in mind.
The updated Strategic Housing Market
In any event, we will seek to ensure that all
Assessment (September 2015) states that
Affordable Rented homes are capped at no
9.2% of the total Objectively Assessed Need
more the Local Housing Allowance levels.
for the JCS area as a whole should cater for
Priority 5: Making best use of our older people; and that approximately 40% of
Commuted Sums this supply should be affordable housing. The
SHMA also identifies specific requirements for
the provision of specialist older people’s
Commuted sums are payments made in lieu accommodation for Cheltenham over the plan
of affordable housing. The Council will only period to 2031.
accept commuted sums on an exceptional
basis - i.e. where the provision of affordable We know from national research that the
housing on a particular site would be wholly majority of older people would prefer to stay
unsuitable, or potentially where a commuted in their family homes. To release these larger
sum could be used to help facilitate the homes for families, we must therefore create
delivery of an otherwise unviable local estate an affordable housing offer that meets not
renewal/regeneration programme, or where simply the needs of older people, but their
we are looking to make targeted interventions aspirations also, whilst remaining affordable.
against the objective of creating mixed and Much research has been undertaken at the
balanced communities. national level around what older people want.
It is also our intention to use commuted sums Supported by the Homes and Communities
to enable the Council to provide good quality Agency (now Homes England), the Housing
private rented homes, and to increase their our Ageing Population: Panel for Innovation
accessibility for low income households, (HAPPI) undertook research to understand
particularly for those who are homeless or and make recommendations on ten key
threatened with homelessness. design principles that ought to be captured
15 | P a g e
CBC Housing & Homelessness Strategywhen providing new accommodation for older support networks needed to maintain
people. These are as follows: independence.
Good space standards and flexibility
Priority 7: Supporting new provision for
Daylight in the home and in shared spaces
households with physical disabilities
Balconies and outdoor space and other specialist housing needs
Adaptability and ‘care ready’ design
Positive use of circulation space
Shared facilities and ‘hubs’ The last Census (2011) revealed that 15% of
Plants, trees and the natural environment Cheltenham’s residents considered
Energy efficiency and sustainable design themselves to have a long term health
Storage for belongings and mobility aids problem (17,506 out of a population of
External shared surfaces and ‘home 115,732). 6.5% of these residents considered
zones’ giving priority to pedestrians rather themselves to have a condition that limited
than cars their day-to-day activities a lot.
These are general design principles that we The last commissioned Private Sector
support and subscribe to; however some of Condition Survey (2011) estimated that of the
these are likely to come at a cost. These 45,272 households living in the private sector,
design principles therefore need to be 15% were considered to have an illness or
balanced with affordability, so that everyone, disability, and of these, 7% were considered
including low income households, can enjoy a to have mobility issues.
good quality of life and independent living
Of those households with mobility issues, it
right through to the end of their lives.
was estimated that approximately 70% were
In partnership with Gloucestershire County living in un-adapted homes. This represents
Council and surrounding district authorities, about 5% of households living in the private
we will support further research into sector. 95% of these households were
understanding the needs and aspirations of estimated to be over 55 years, and 85% were
older people in our area, and work with the over 65 years.
County to ensure that we are aligned on the
It stands to reason that the older we get, the
type of provision that is required, including
more likely it is that we will have mobility
helping to meet the needs of households with
issues. We therefore expect all new
dementia. We will also commission a new
accommodation for older people to be
SHMA to capture the needs of older people in
adaptable so that their accommodation
the context of housing needs as a whole, and
remains suitable as older people become less
then seek to identify a target proportion of
mobile.
new housing that should be developed for
older people on suitable, well-connected We will also regularly review from our housing
sites, close to local amenities. list (i.e. via Homeseeker Plus) the specific
accommodation needs of younger households
In 2017 we developed a social sustainability
(under 65s) and families with disabilities so
model. The principles within this model will be
that we can better cater for their needs on a
used to better plan for our ageing population,
site by site basis through our s.106
by thinking about not just the type of housing,
but the environment around it and the
16 | P a g e
CBC Housing & Homelessness Strategynegotiations, and through our own pipeline of Gloucester will increase by 50% in the period
new affordable housing. up to 2031, resulting in approximately 4,000
additional students. Both Cheltenham
In addition, we will work with Gloucestershire Borough Council and Gloucester City Council
County Council to better understand the have worked closely with the University to
accommodation needs of other households explore the provision of additional student
with specific needs, such as individuals with accommodation, with a focus on expansion
learning difficulties, to ensure that potential
within existing sites. We will continue to
future developments are aligned with the explore opportunities for increasing provision
County Council’s commissioning of student accommodation to meet this
requirements. anticipated growth in population.
Gypsies, Travellers and Travelling
Showpeople
Under the Housing Act 2004 the local
authority must assess and plan for the
housing needs of all communities residing in
their area. The new Planning Policy for
Traveller Sites (August 2015) states that only
those travellers that travel for work are
defined as Gypsies, Travellers or Travelling
Showpeople in planning terms. We will
therefore review these needs look to build
any new, identified needs within our
Cheltenham Plan. All other accommodation
needs, for those members of the community
that have ceased travelling permanently, will
need to be considered in the context of the
SHMA.
Student accommodation
The University of Gloucestershire projects
that student numbers in Cheltenham and
17 | P a g e
CBC Housing & Homelessness StrategyOutcome 2
Making Best use of existing
housing and improving our
neighbourhoods
Introduction
Increasing the supply of affordable homes standards in this sector by reducing the
isn’t just about building new homes. It’s also number of homes with Category 1 Health and
about us making better use of the homes Safety Hazards, and by ensuring that all
we’ve got, and ensuring that they are safe and landlords fulfil their responsibilities to their
free from serious health hazards. We know tenants, as most do.
that poor quality housing has a direct impact
on our communities – on their health, Houses of Multiple Occupation
wellbeing, education, prosperity and safety. A particular focus for the Council is on Houses
of Multiple Occupation (HMOs). These tend to
Priority 1: Improving standards in the
be in older properties in central areas of the
private rented sector
Borough. The last Private Housing Stock
Condition Survey (carried out in 2011)
The private rented sector is the least identified that HMOs are more likely to be of
regulated part of the rental market, and yet it a poorer standard of accommodation. In
has become increasingly the tenure of choice order to improve these standards, the Council
for many, particularly for those who are is rolling out a programme of identification
unable to afford to buy their own home. At and inspection of HMOs across the Borough,
the time of the last census in 2011, over to ensure that any remediation works are
10,000 of our homes were let as private rents, carried out and that management standards
representing approximately 18% of the meet the regulatory requirements.
market. With private rents increasing
Article 4 Direction
significantly in recent years, we can be
confident that the sector has continued to The Council began its rollout of this work on
grow in Cheltenham since then. HMOs in the ward of St Pauls. As a result, 350
HMOs were identified in this ward alone. This
We want the private rented sector to be seen
translates into approximately 12% of
not as a last resort, but as a good option for
households. We know that areas with
residents wanting flexibility and wishing to
relatively high concentrations of HMOs can
access a range of housing types across the
often be associated with:
Borough. We are therefore keen to improve
18 | P a g e
CBC Housing & Homelessness Strategy- Antisocial behaviour, noise and nuisance, Category 1 Health and Safety Hazards
- Imbalanced and unstable communities,
- Negative impacts on the physical Hazards in our homes are assessed according
environment and streetscape, to how serious they are using the
- Pressures on parking provision, government’s Housing Health and Safety
- Increased crime, Ratings System. Category 1 hazards are the
- Etc. most serious. In Cheltenham, the most
common types of Category 1 hazards relate to
The National HMO Lobby states that the excess cold and risk of falls.
‘tipping point’ for HMO dominance in a
neighbourhood is 10% of properties, or 20% We will therefore take measures to reduce
of the population, suggesting that the St the number of Category 1 hazards in
Paul’s ward may have too many HMOs, and Cheltenham, with the Council’s Enforcement
that steps should be taken to address this. team, CBH’s Housing Options Team and with
Through the Cheltenham Plan, we will seek to housing advice and health services working
implement an Article 4 direction in the St closely to ensure that these properties are
Pauls ward. This will mean that instead of identified and that appropriate action is
there being permitted development for taken.
conversion of a property into an HMO, there
Landlords Accreditation Scheme
will in future be a requirement for the owner
to obtain planning permission before We want to encourage landlords to provide
conversion into an HMO can proceed. This will good quality private rented accommodation.
enable the Council to have greater control We believe that the majority of landlords
over the formation of all new HMOs in the St want to do the right thing, but may not be
Pauls ward. entirely across their responsibilities as a
landlord. In return for a fee, our Accreditation
The Council will also keep under review other
Scheme enables there to be dialogue between
areas of the town at risk of high
the Council and private landlords to improve
concentrations of HMOs, and we will take
standards. In return, landlords can receive
action where necessary.
Accredited Status which in turn can attract
As part of the government’s measures to and give assurances to potential tenants.
improve the quality of accommodation in the
Clearly, the most important relationship in the
private rented sector, it is planning to rollout
private rented sector is that between a
a wider definition of a licensed HMO. This will
landlord and a tenant, with council
mean that shared houses of any size and
intervention only as a last resort. The Council
some flats which are occupied by five or more
and its partners can facilitate this relationship
persons in two or more households will also
by providing advice, education and guidance
be required to have mandatory licensing. This
to landlords, agents and tenants. This will
change to the legislation will extend the
enable landlords to manage their properties
standards of the existing mandatory licensing
and tenants more effectively, self-regulate
scheme, with the aim of improving the overall
and become more professional and provide
standard of accommodation across a wider
tenants with the knowledge required to
range of HMOs. We will implement these
maintain their tenancy.
changes as soon as the new regulations and
guidance are provided. Tackling Rogue Landlords
19 | P a g e
CBC Housing & Homelessness StrategyWe are keen to clamp down on rogue The Borough has approximately 350 long term
landlords. The Housing & Planning Act 2016 empty homes currently, (i.e. homes that have
enables councils to tackle rogue landlords, been empty for 6 months or more) and this
with powers to identify, ban and fine number is gradually increasing. We are keen
unscrupulous landlords and lettings agents. to renew our efforts to reduce the number of
Measures in the Act include: empty homes in our Borough. We will do this
by:
Council access to tenancy deposit data,
thereby giving councils an indication of Working with the owner with a view to
the size of the Private Rented Sector and getting their property back into use again,
to help us target resources on tackling either through their own sale, let or
rogue landlords as part of our occupation.
enforcement work. Seeking to purchase the property
Empowering councils to blacklist rogue ourselves, with the cooperation of the
landlords who have been fined or owner, with a view to either resale or the
convicted of an offence, by entering their Council keeping the property within our
names on a database of rogue landlords. stock and renting it as affordable or
Empowering councils to obtain and issue private rented housing, managed on our
bans for the most serious offenders to behalf by CBH.
stop them from letting a property or Use of Compulsory Purchase Orders when
engaging in letting agency work for a all other options have been exhausted.
period of time, and new civil financial Review Council Tax charges on empty
penalties for breaching a banning order. homes, and increase them if appropriate.
Empowering councils to make
management orders which will allow us to Priority 3: Affordable Warmth and
seize or take control of the management tackling fuel poverty
of a property.
Giving tenants living in poor housing the
Raising awareness of energy efficiency
ability to claim back some of the rent they
measures
have paid to rogue landlords (who neglect
to maintain their home in good repair) Improving the energy efficiency of our homes
and for councils to also get back rent on not only provides environmental benefits as a
behalf of benefit recipients. result of reduced carbon emissions, it also
helps to reduce fuel bills and makes homes
The Act also allows councils who carry out
warmer, and our residents healthier.
their enforcement powers to keep the fines
that are imposed, thereby enabling councils to The Council currently jointly commissions
target resources where needed to hold rogue Severn Wye Energy Agency to provide a Warm
landlords and lettings agents to account. We and Well Service. Severn Wye provides
will therefore investigate how we can best energy advice, and supports residents with
tackle rogue landlords using the new tools the installation of a range of energy saving
that are now available. measures, such as loft installation and cavity
wall insulation.
Priority 2: Reducing the number of
Empty Homes
20 | P a g e
CBC Housing & Homelessness StrategyIt is our intention to continue commissioning priorities. Over 99% of our homes meet this
a Warm and Well service to benefit the standard, and the few that don’t are because
residents of Cheltenham. they form part of our stock of non-traditional
build, some of which require more extensive
Improving the energy efficiency of our work in order for them to reach this standard.
Council homes. We have recently considered our
The Council is keen to improve the energy improvement options on a significant number
efficiency of our own Council housing stock. of these homes, and we will be looking to
We are currently in the second year of a six implement improvement works from 2019
year programme to install new more onwards. We will also consider potential
thermally efficient windows and doors options for the remaining non-traditional
throughout all of our homes. In addition, and build with a view to progressing with the most
following the completion of our programme appropriate solutions.
to install solar energy technology (PVs), we Keeping our homes safe
will continue to work with our tenants to
ensure they maximise the benefits of free We will ensure that our council homes are
electricity. We will also continue to improve well maintained and comply with all current
energy performance through our boiler legislative requirements, as a minimum.
renewal programme, with the installation of
‘A’ rated boilers and through the Sheltered housing
installation/upgrade of loft insulation. We want to be sure that our sheltered
Via CBH, we are currently modelling the housing meets the needs and expectations of
energy data of our housing stock. This will current and future older tenants. Through
help us to understand better how we can CBH we are commissioning a review to help
further improve the energy efficiencies of our inform future investments decisions regarding
homes and assist in tackling fuel poverty. our sheltered housing dwellings.
Priority 4: Maintaining the quality of, Under-occupation Strategy
and making better use of, our council
We want to increase the options available to
homes
our tenants, so that if they wish to downsize
Making the right investment decisions there is sufficient choice, and ease, to do so –
thereby freeing up larger homes for families
CBH have recently procured software that will who most need them. We already give priority
be used to calculate the net present value of to those wishing to downsize through our
all our council homes. The information gained Choice Based Lettings allocations scheme.
will enable us to make more informed Going forward we will consider how the
decisions around future investment options design of new build affordable
and give us the potential to achieve greater accommodation can support these aims. We
value for money. will also review our Help to Move Scheme,
which is a scheme that provides financial
Maintaining Decent Homes Standard
assistance and practical support to help those
Maintaining compliance with the Decent who wish to downsize within our council
Homes Standard remains one of our top homes.
21 | P a g e
CBC Housing & Homelessness StrategyOutcome 3
Tackling homelessness
1. Introduction The relationship between homelessness
preventions and acceptances
This section sets out how the Council aims to
tackle homelessness across the Borough. It Whilst the total number of households
details how we will ensure there is access to a presenting to CBH’s Housing Options Team
range of housing and support services for has remained unchanged when taken over the
those who are homeless or threatened with longer term (there are approximately 300
homelessness in order to help them rebuild approaches/year), our ability to prevent
their lives. homelessness has diminished significantly.
A holistic approach towards homelessness is One of the main areas where the team have
vital since the causes and effects are complex become less effective in preventing
and intertwined. Solutions need to be more homelessness is in securing alternative
than the simple provision of accommodation. accommodation for low income households in
We need to seek to address the underlying the private rented sector. This is largely
issues also, such as poor health, loss of attributable to the rise in private sector rents
income and relationship breakdown. as more households are squeezed out of the
home ownership market and are having to
Our strategic approach to tackling
rent privately for longer. As the supply of
homelessness recognises the important role
private rented accommodation has failed to
that other partners and stakeholders have to
keep up with demand, rent rises are
play in harnessing skills and delivering tailored
inevitable. For low income households relying
solutions to some of these issues within our
on Local Housing Allowance (LHA) to help
communities.
subsidise their rents in the private sector, the
2. Review of Homelessness welfare reforms, which have placed a cap on
LHA increases, means that more and more
2.1 Understanding Needs low income households are unable to afford
private rents.
Below is a summary of our key findings which
have helped shape our priorities for tackling The causes of homelessness
homelessness in Cheltenham. For more
details please refer to our Housing & Not surprisingly, by far the main cause of
Homelessness Strategy Evidence Base at homelessness in Cheltenham is loss of private
Appendix 2 of this strategy. rented accommodation (55% of all
homelessness acceptances in 16/17). This is
22 | P a g e
CBC Housing & Homelessness Strategyfollowed by parents and other family households requiring temporary
members/friends no longer being able to accommodation remains relatively low. This is
accommodate (36%), followed by those attributable to the fact that the vast majority
experiencing domestic abuse (9%). of households that are accommodated within
temporary accommodation are there for less
Young People than 6 months. And the vast majority of those
Nationally, the number of young people (aged who leave this accommodation secure long
16-24 years) who are accepted as homeless is term affordable housing either via the Council
approximately 20% of all homelessness or through a Registered Provider.
acceptances. In Cheltenham, the percentage The Council uses its own homes as temporary
is higher at 25%, suggesting that we need to accommodation for homeless households.
place greater emphasis on finding a wider These are a mix of furnished/part-furnished to
choice of prevention solutions for this age reflect the needs of different households. We
group. will also use our temporary accommodation
to house single people, in order to avoid the
Rough sleepers
use of Bed and Breakfast accommodation
Rough sleeping has increased in Cheltenham, where possible. The benefit of using our own
from 1 rough sleeper identified in our street stock for temporary accommodation is that
count in 2010 to 9 rough sleepers identified in we can flex the number of dwellings to meet
our street count in 2017. These street need more easily, with the homes being
counts/estimates are undertaken during a managed by CBH on our behalf. At present we
single night, between October and November, have up to 17 dwellings within our council
so they do not reflect the actual number of stock that we use for these purposes, and we
rough sleepers who will be present in will continue to monitor the number of
Cheltenham during the course of a year. temporary accommodation we need and
either decommission or provide more, when
What has also become clear in the last couple necessary.
of years is that current pathways into
accommodation (via Accommodation Based a. Consultation with partners
Support) do not work for everyone,
In October 2017, the Council undertook a
particularly rough sleepers who have become
consultation event with key partners, which
entrenched. These rough sleepers will
make up our Housing and Support Forum, to
generally exhibit more complex issues, such as
help inform future priorities around tackling
mental ill-health, drug and/or alcohol
homelessness and the wider housing agenda.
addiction, with the result that sharing
Invited partners are made up of: charities
supported housing with other individuals with
working with the homeless; advice agencies;
similar needs can, and does, lead to tenancy
supported housing providers; Registered
failure. For entrenched rough sleepers in
Providers and other statutory agencies,
particular an alternative pathway into
including a commissioning officer from
independent living is needed.
Gloucestershire County Council.
Use of Temporary Accommodation
We used this consultation event to
In spite of the increase in homelessness understand current gaps/issues which we
acceptances in Cheltenham, the number of should take into account when shaping our
23 | P a g e
CBC Housing & Homelessness StrategyYou can also read
