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2004-2007www.merton.gov.uk
Housing Strategy for Merton Part 3: Past Performance & Future Targets
Housing Strategy for Merton
CONTENTS: PAST PERFORMANCE AND FUTURE TARGETS
1. Introduction 1
2. Past Performance 3
3. Future Targets 15
Appendices
Appendix 1 Glossary of Terms 33
Appendix 2 Contacts List 39
Appendix 3 Related Strategic Plans of the Council 44
NOTE:This book is the third of three publications that sets out the London Borough of Merton's Housing Strategy for 2004-07The three publications are:Part 1. Executive Summary and BackgroundPart 2. Strategic Options and PrioritiesPart 3. Past Performance and Future Targets
Housing Strategy for Merton
Housing Strategy for Merton
1
This part of the strategy sets out how the performance of the HousingService, and the progress against the Housing Strategy, is monitored.It also sets out in tabular form our progress last year (2002/03) indelivering the Housing Strategy for 2002-2005, and the new HousingStrategy Action Plan for 2004-2007.
Performance management
Following the decision of our tenants in July 2002 to retain the Councilas their landlord, our focus has been on improving the quality of ourHousing Management services and ensuring they meet our customers’needs.
The Council’s Comprehensive Performance Assessment (CPA) by theAudit Commission published in 2003 gave Merton an overall rating of‘weak’. Our Repairs and Maintenance Service had previously beengiven a one-star rating by the Housing Inspectorate and this wasincorporated into the housing component of the CPA assessment forMerton, which received an overall rating of 2 out of 4. Our HousingStrategy and HRA Business Plan both achieved scores of 3 out of 4(good).
The Housing Service Plan for 2003-06 identifies key performanceindicators and core objectives for housing, and incorporatescommitments set out in the Housing Strategy, the HRA Business Planand the Council’s Race Equality Scheme. All staff receive a copy ofthe Service Plan and their individual Team Plans annually inpreparation for their Staff Appraisal. The Service Plan explains themonitoring process and identifies lead officers responsible for delivery.It also identifies clear lines of responsibility for the delivery of actions.
We recognise the need for performance information to be specific andtimely. Team Plans are monitored quarterly and regular meetings of theHousing Management Team (HMT) focus on monitoring performanceand budgets. The Housing Strategy Review Group, and HRA BusinessPlanning Team, monitor delivery of the strategy and business plan.
Further details of the performance management framework forHousing Services can be found in the HRA Business Plan.
Section 2 outlines progress against the revised targets set out in ourHousing Strategy Update 2002. Section 3 is the new Housing StrategyAction Plan for 2004-2007.
1. Introduction
2
Housing Strategy for Merton
3
Housing Strategy for Merton
2. Past Performance
Housing Strategy for Merton
4
Target Type
National target(BVPI 66a)
National target(BVPI) 185
Local target
Local target
Definition
Proportion of localauthority rentcollected
% of non-emergencyrepairs for which anappointment wasmade and kept
% of urgent repairsdone on time
% of non-urgentrepairs done on time
Success Measure2002/3
97% collected
85% of appointmentsmade and kept
85% completed ontime
n/a
Achievement 2002/3
97% collected
97% of appointmentsmade and kept
87.4% completed ontime
n/a
Success Measure2003/4
97.8% collected
85% of appointmentsmade and kept
90% completed ontime
85% completed ontime
Progress againsttarget for 2003/4 (at
September 2003)
96.8% collected
94% of appointmentsmade and kept
83% completed ontime
81% completed ontime
Monitoring andComments
Monitored monthly byHousing ManagementTeam (performance).Reports quarterly toDistrict Panels
Monitored monthly byHousing ManagementTeam (performance).Reports to DistrictPanels quarterly
Monitored monthly byHousing ManagementTeam (performance).Not reported to IDPS
Monitored monthly byHousing ManagementTeam (performance).Reports to DistrictPanels quarterly
PROGRESS AGAINST KEY LOCAL AND NATIONAL TARGETS
REPAIRS
RENT ARREARS
Housing Strategy for Merton
5
Target Type
National target(BVPI 183)
Local target
National target(BVPI 63)
Definition
Average length ofstay in: (a) bed andbreakfast accom-modation; and (b) hostel accom-modation ofhouseholds, whichinclude dependentchildren or a pregnantwoman and which areunintentionallyhomeless and inpriority need
Average total voidperiod
Average SAP rating oflocal authoritydwellings
Success Measure2002/3
No targets
100% of voids letwithin 5 weeks
Average SAP ratingof 60
Achievement 2002/3
n/a
6.5 weeks
Average SAP ratingof 60
Success Measure2003/4
(a) 6 weeks(b) 35 weeks
100% of voids letwithin 5 weeks
Average SAP rating of 61
Progress againsttarget for 2003/4 (at
September 2003)
(a) 16 weeks(b) 21 weeks
5.3 weeks
Average SAP rating60
Monitoring andComments
Monitored quarterlythrough multi-AgencyHomelessnessStrategy Team andHousing ManagementTeam (performance)
Monitored monthly byHousing ManagementTeam (performance)
Monitored by HousingManagement Team(performance)
PROGRESS AGAINST KEY LOCAL AND NATIONAL TARGETS
VOIDS
FUEL POVERTY
HOMELESSNESS
6
Housing Strategy for Merton
Target Type
National target(BVPI 74)
National target(BVPI 75)
Local target
Definition
Satisfaction of tenantsof Council housingwith the overallservice provided bytheir landlord: withresults broken downby (1) black andminority ethnictenants and (2) nonblack and minorityethnic tenants
Improve satisfactionwith opportunities toparticipate in thehousing managementprocess
Tenant satisfactionwith repairs service
Success Measure2002/3
No targets
n/a
65% of tenantssatisfied with service
Achievement 2002/3
(1) 60% satisfied(2) 59% satisfied
n/a
55% satisfied
Success Measure2003/4
Satisfaction of tenants(1) 66% of ethnicminority tenants (2) 66% of non-ethnicminority tenants
65% of tenantssatisfied withopportunities toparticipate in thedecision-makingprocess
66% of tenantssatisfied with service
Progress againsttarget for 2003/4 (at
September 2003)
No data available –next tenantssatisfaction survey notdue until 2006
No data available –next tenantssatisfaction survey notdue until 2006
53% satisfaction
Monitoring andComments
Monitored by HousingManagement Team(performance)
Monitored by HousingManagement Team(performance)
Monitored by HousingManagement Team(performance)
PROGRESS AGAINST KEY LOCAL AND NATIONAL TARGETS
TENANTS’ SATISFACTION
Housing Strategy for Merton
7
Target Type
Local target
Local target
Local target
National target(BVPI 164)
Definition
Address customercomplaints withinprocedure time-table
Interviews with racialharassmentcomplainants carriedout within 2-workingdays
Ensure effectiveresponse to racistincidents
Ensure the HousingService follows CREcode of practice forrented housing andthe ODPM code ofpractice for sociallandlords in tacklingracial harassment
Success Measure2002/3
n/a
n/a
90% of racist andobscene graffitiremoved within 24hours
Effective delivery ofCRE & ODPM code
Achievement 2002/3
n/a
n/a
80% removed within24 hours
Housing Servicefollows code ofguidance
Success Measure2003/4
95% dealt with withintime-table
100% dealt withwithin time-table
90% of racist andobscene graffitiremoved within 24hours
Effective delivery ofCRE & ODPM code
Progress againsttarget for 2003/4 (at
September 2003)
96% dealt with withintime-table
100% interviewed ontime
100% removed within24 hours
Housing Servicefollows code ofguidance
Monitoring andComments
Monitored quarterly
Incidents of racialharassment monitoredthrough RacialIncidents Panel
Incidents of racialharassment monitoredthrough RacialIncidents Panel
Procedures are beingreviewed inconsultation withstakeholders
PROGRESS AGAINST KEY LOCAL AND NATIONAL TARGETS
CUSTOMER COMPLAINTS/RACIAL HARASSMENT
8
Housing Strategy for Merton
Target Type
Local target
Local target
Local target
National target(BVPI 62)
National target(BVPI 64)
Definition
Achieve under-occupation moves
Work with HousingAssociations toincrease housingchoice
Establish a privatesector leasingscheme
The proportion of unfitprivate sectordwellings made fit ordemolished as adirect result of actionby the local authority
The number of privatesector vacant dwell-ings that are returnedto occupation ordemolished as adirect result of actionby the local authority
Success Measure2002/3
30 moves
n/a
n/a
3% of private sectordwellings made fit
25 dwellingsreturned tooccupation as aresult of action
Achievement 2002/3
23 achieved
n/a
n/a
1.6% madefit/demolished as aresult of localauthority action
30 returned tooccupation/de-molished as a resultof local authorityaction
Success Measure2003/4
30 moves
Start on site for 109units. Reviewnominations policy
40 units achieved
2% of private sectordwellings made fit
40 dwellings returnedto occupation as aresult of action
Progress againsttarget for 2003/4 (at
September 2003)
9 achieved
Nominations reviewcompleted April 2004
Scheme not yetoperational
1.5% madefit/demolished as aresult of localauthority action
20 returned tooccupation
Monitoring andComments
Monitored monthly byHousing ManagementTeam (performance)
Monitored throughSouth-West LondonPartnership
Monitored throughmulti-agencyHomelessnessStrategy Team
Monitored half yearlyby HousingManagement Team(performance)
Monitored annually byHousing ManagementTeam (performance)
PROGRESS AGAINST KEY LOCAL AND NATIONAL TARGETS
INCREASING HOUSING CHOICE
PRIVATE SECTOR RENEWAL
9
Housing Strategy for Merton
Ref
1.
2.
3.
4.
Action
To improve the quality ofthe Council’s housingstock and bring aboutservice improvements
Develop residentparticipation
To improve the quality ofthe Council’s housingstock and bring aboutservice improvements
To improve the quality ofthe Council’s housingstock and bring aboutimprovements
Target
Conduct ballot oftenants on a transfer toMerton HousingPartnership
Review options ifresidents vote againststock transfer
Complete 5 yearimplementation plan ofBest Value Review ofrepairs andmaintenance
Reduce non-’DecentHomes’ by one-third byApril 2004 andcompletely eliminate byApril 2010
Timescale
By July 2002
Nonespecified
By March2006
By April 2004& 2010
Progress Made
Stock transfer ballot conducted in July2002. Residents voted to remain with theauthority. The full allocated provision of£500k from the HRA was spent towardsstock transfer and ballots
Housing Consultative Forum agreedimplementation plan to consult residentsat a neighbourhood level in May 2003.‘Community Voice’ launched at ResidentsFun Day in December 2003 which aimsto look at new ways of engaging withresidents. This is being taken forwardfrom a new allocation of £300,000 for thestock option appraisal
The implementation plan was sub-stantially achieved by December 2003.Some elements of the plan e.g.partnering contracts for response repairsand capital projects have a longer timespan. Additional funding was allocatedwithin the HRA in 2003/04 for Best ValueReviews and Service Improvementsamounting to £80,000 and this facilitatesthe completion of the plan
Number of non-‘Decent Homes’ reducedfrom 41% in March 2002 to 33% in March2004. The Council top-sliced £492,000from existing budgets to specifically workon ‘Decent Homes’
Monitoring and Comments
Option appraisal is a key objective in theHRA Business Plan
Ongoing consultation through Tenantsand Residents Associations, DistrictPanels, Housing Consultative Forum andMerton Tenants and ResidentsAssociation
Tenant and Councillor representation onBest Value Implementation Panel.Progress in key areas published in localtenants newsletter
Decent Homes Strategy monitoredthrough Housing Consultative Forum.Funding identified and programme ofworks developed to meet the 2004 target
PROGRESS AGAINST TARGETS IN THE HOUSING STRATEGY STATEMENT 2002
OBJECTIVE 1: RAISING THE QUALITY OF SOCIAL HOUSING
10
Housing Strategy for Merton
Ref
5.
6.
7.
8.
Action
Separate the strategicrole from operationalmanagement
Consolidate theCouncil’s role in theprivate housing sector
Consolidate theCouncil’s role in theprivate housing sector
Consolidate theCouncil’s role in theprivate housing sector
Target
Complete restructuringof the Housing Service
Develop a strategy tostrengthen andconsolidate the council’srole in private sectorhousing
Improved access toprivate rented housing
Develop voluntaryaccreditation schemefor private landlords
Timescale
By April 2003
By July 2003
Nonespecified
Nonespecified
Progress Made
New structures in Housing Strategy andHousing Needs services implemented.New structures in Housing Strategy andHousing Needs contained growth ofapproximately £100,000. The newhousing management staff structure willsave £360,000 in a full year and thisallows for growth in communitydevelopment, cleaning and housingrepairs
New Private Sector Renewal Policyimplemented July 2003. This allowed atake-up of 80 private sector renewalgrants in the year 2003/04 against atarget of 80
Sponsored tenancy scheme developedDecember 2002 assisted 100 moves intothe private sector between December2002 and December 2003. Funded by£91,500 from Homelessness Directorate.Complete allocation used
No progress made
Monitoring and Comments
Monitored by Steering Group
Policy reviewed and updated January2004
Monitored through multi-agencyHomelessness Strategy Team
Merton to follow London-wide schemenow available via model developed byCamden council. To be developed andmonitored in consultation with PrivateSector Housing Strategy Team
PROGRESS AGAINST TARGETS IN THE HOUSING STRATEGY STATEMENT 2002
OBJECTIVE 2: STRENGTHENING THE COUNCIL’S STRATEGIC ROLE IN HOUSING
11
Housing Strategy for Merton
Ref
9
10
11
12
13
Action
Consolidate theCouncil’s role in theprivate housing sector
Consolidate theCouncil’s role in theprivate housing sector
Consolidate theCouncil’s role in theprivate housing sector
Consolidate theCouncil’s role in theprivate housing sector
Develop sub-regionalworking
Target
Widen the range ofHome ImprovementAgency services
Develop access toequity release loans
Consider a Mertonscheme for registrationof Houses in MultipleOccupation in line withnational proposals
Carry out a borough-wide Private StockCondition Survey
Agree sub-regionalhousing strategy withneighbouring boroughs
Timescale
Nonespecified
Nonespecified
Nonespecified
Nonespecified
By July 2003
Progress Made
Home Improvement Agency now providehospital discharge and home safetyservices. Funded from the voluntarysector housing budget from the Councilof £30,000 pa
Equity release available through theHouse-Proud scheme from July 2003(£10,000 annual subscription)
Licensing to be implemented inaccordance with new legislation
Funding identified and tendering processdue to commence in 2003/04. Allocationof £75k not yet taken up. Spending beingreviewed to include housing needssurvey
Sub-Regional Strategy completedOctober 2003. Merton will contribute£9,000 to fund a sub-regional post to co-ordinate the strategic agenda for theboroughs
Monitoring and Comments
Service expansion into Disabled FacilitiesGrant work likely. All monitoring throughCare and Repair Advisory Group. Thegroup includes representatives fromHousing and Social Services,Enrironmental Health and users
Home Improvement Agency reportmonthly on advice given about equityrelease
To be developed in consultation with thePrivate Sector Housing Strategy Team
Amalgamated with housing needs surveyand being developed in consultation withPrivate Sector Housing Strategy Team
Monitored quarterly through South-WestLondon Partnership
PROGRESS AGAINST TARGETS IN THE HOUSING STRATEGY STATEMENT 2002
OBJECTIVE 2: continued
12
Housing Strategy for Merton
Ref
14
15
16
17
18
Action
Work with HousingAssociations and theHousing Corporation toincrease supply
Work with HousingAssociations and theHousing Corporation toincrease supply
Work with privatedevelopers andplanning policies toincrease the supply ofaffordable housing
Promote choice inallocations
Promote choice inallocations
Target
Develop with partnerassociations sitemapping for newdevelopments andjointly commissionschemes with theHousing Corporation
Review the Council’sneed for performanceinformation fromHousing Associations
Review and adopt thenew planning policy inthe light of the Inspec-tor’s recommendationsand London Plan
Complete Best ValueReview of HousingNeeds
Implement revisedlettings scheme
Timescale
By April 2003
By April 2003
By April 2004
By March2003
By January2003
Progress Made
GIS mapping database available fromApril 2003 – £2.5k annual subscription.One scheme jointly commissioned withthe Housing Corporation by March 2003.
Now being considered at sub-regionallevel
Merton’s UDP policies take precedenceuntil local development framework is inplace. Postponed due to stock transferagenda
This was re-scheduled due to the stocktransfer agenda. The Best Value Reviewwill now be completed in 2004/05
New Allocations Policy implemented inJanuary 2003
Monitoring and Comments
Monitored through quarterly PreferredPartners Meetings
To be addressed through quarterly South-West London partnership
Monitored through monthly Planningmeetings
Performance in lettings monitoredthrough annual Allocations Strategy byStrategy & Development Team.Stakeholders provided with feedback onperformance annually and involved intarget setting
PROGRESS AGAINST TARGETS IN THE HOUSING STRATEGY STATEMENT 2002
OBJECTIVE 3: INCREASE THE SUPPLY OF AFFORDABLE HOUSING
OBJECTIVE 4: PROMOTE CHOICE IN ALLOCATIONS
13
Housing Strategy for Merton
Ref
19
20
21
Action
Respond to the changesin the HomelessnessAct 2002
Respond to the changesin the HomelessnessAct 2002
Establish a Housing andEthnic Minorities PolicyTeam
Target
Complete HomelessnessStrategy
Eliminate bed-and-breakfast for homelessfamilies
Policy team to haveagreed a detailedprogramme foridentifying andaddressing needs
Timescale
By July 2003
By April 2003
By March2003
Progress Made
Strategy completed July 2003 andlaunched September 2003. The Councilfunded a new strategy post‘Homelessness Strategy Manager’ fromJanuary 2003 at a cost of £20,000 peryear
In March 2003 Merton had no familieswith dependant children in bed-and-breakfast accommodation. The Councilachieved the Government target 1 yearahead of schedule through existingbudgets and the allocation of £91,500from the Homelessness Directorate in theyear 2002/03
Ethnic Minorities Housing Strategycompleted July 2003. Developed byBlack and Ethnic Minorities HousingStrategy Team. This was achieved withinexisting budgets
Monitoring and Comments
Monitored through multi-agencyHomelessness Strategy Team whichreports to Homelessness Forum
Monitored through multi-agencyHomelessness Strategy Team whichreports to Homelessness Forum
Strategy monitored through multi-agencyBlack and Ethnic Minorities HousingStrategy Team
PROGRESS AGAINST TARGETS IN THE HOUSING STRATEGY STATEMENT 2002
OBJECTIVE 5: STRENGTHEN PROTECTION FOR THE HOMELESS
OBJECTIVE 6: ADDRESS THE NEEDS OF MINORITY ETHNIC PEOPLE
14
Housing Strategy for Merton
Ref
22
23
24
Action
Improve support forvulnerable people
Improve support forvulnerable people
Improve support forvulnerable people
Target
Complete ShadowSupporting PeopleStrategy
Establish mechanism forpaying supportingpeople grant
Increase provision ofhousing with support toyoung people and othervulnerable groups towhom new priority needcategories of home-lessness apply
Timescale
By October2003
By April 2003
Nonespecified
Progress Made
Strategy completed September 2002
Mechanism in place April 2003
7 x 1 bedroom flats for ex-offenders & 5 x1-bedroom flats for people with a mentalhealth problem, all with support (ontarget for March 2004).8 x 1-bedroom flats for young people (ontarget for October 2004)
Monitoring and Comments
Strategy monitored by multi agencySupporting People Steering Group
Monitored by multi agency SupportingPeople Steering Group
Monitored through quarterly PreferredPartner Meetings and multi agencyHomelessness Strategy Team
PROGRESS AGAINST TARGETS IN THE HOUSING STRATEGY STATEMENT 2002
OBJECTIVE 7: SUPPORT FOR VULNERABLE PEOPLE
15
Housing Strategy for Merton
3. Future Targets
16
Housing Strategy for Merton
Ref
1.
1a.
2.
3.
Action and Priority
Improve the turn-around of voidproperties on year
Eliminate difficult tolet sheltered housing
Assist tenants tomove to moreappropriate housingand increase thesupply of affordablehousing
High/Medium
High
High
High
Medium
Links to OtherStrategies
HRA Business Plan
HRA Business Plan
HRA BusinessPlan,Older PersonsStrategy
Funding Source
Existing HRA staff
Existing HRA staff£50,000 HRA
Existing HRA staff£30,000 HRA Capital will be selffinancing
Existing HRA staffand HGF£157,000 revenuecontribution tocapital
SuccessMeasures/Targets
Average total void not toexceed 5 weeks and 90%of voids pre-allocatedwithin 6 days
Partnering arrangementsestablished for voidsrepairs
Action implementedfollowing review ofsheltered housing andextra care housing
25 under-occupationmoves, 20 out of Londonmoves through LAWN & 6moves through the TenantsIncentive Schemeachieved
Time-Scale
Ongoing (targetssubject to review for2004/5)
By April 2005
By March 2007
By March 2004 (futureannual targets subjectto review)
Lead Officer
District HousingManagers & HousingNeeds Manager
Housing StockManager
Head of HousingPolicy & ServiceManager (OlderPeople & Home Care)
Housing NeedsManager
Link to Corporate objectives: Equalities Merton, Thriving Merton
STRATEGIC PRIORITY 1. MAXIMISING THE SUPPLY OF NEW HOUSING
Objective 1.1: Make the best use of existing affordable housing in Merton
17
Housing Strategy for Merton
Ref
4.
5.
6.
7.
Action and Priority
Carry out housingneeds survey
Understand thehousing needs ofkey workers
Identify opportunitiesfor affordablehousingdevelopment
Develop newaffordable housing
High/Medium
High
Medium
High
High
Links to OtherStrategies
Stock OptionsAppraisal, draftKey Worker Sub-Regional HousingStrategy
Sub-RegionalHousing Strategy
Draft MertonAffordable HousingPlan
Affordable HousingPlan
Funding Source
Budgeted fromHGF £40,000
Existing HGF staff.5 days LHUresearch
Existing HGF staffand additional staffcosts of £15,000.RSLs Capital fromreceipts of HRAdisposals. LondonHousing Board andprivate finance
London HousingBoard and privatefinance.Additional staffgrowth costs of£35,000
SuccessMeasures/Targets
Survey completed
Sub-regional research onkey workers’ housingneeds commissioned
Action implementedfollowing review of HRAand other public sectorsites and stock
Completed site mappingexercise with preferredpartner HousingAssociations to enablethem to effectively targetresources
400 new affordable homesbuilt or acquired
Time-Scale
By September 2004
By February 2004
By March 2007
By March 2005
By March 2007
Lead Officer
Principal HousingStrategy Officer
PrincipalDevelopment Officer
Head of HousingPolicy
PrincipalDevelopment Officer
PrincipalDevelopment Officer
Link to Corporate objectives: Equalities Merton, Thriving Merton
STRATEGIC PRIORITY 1. MAXIMISING THE SUPPLY OF NEW HOUSING
Objective 1.2: Maximise the number of new affordable homes built or refurbished in the borough
18
Housing Strategy for Merton
Ref
8.
8a.
9.
10.
Action and Priority
Meet the housingneeds of black andethnic minoritycommunities
Research anddevelop a Sub-Regional EthnicMinorities HousingStrategy
Increase theavailability ofhousing for keyworkers and othersunable to gainaccess to full marketpriced housing orsocial housing
High/Medium
High
High
High
Medium
Links to OtherStrategies
Ethnic MinoritiesHousing Strategy,HomelessnessStrategy, Sub-Regional HousingStrategy
Ethnic MinoritiesHousing Strategy,HomelessnessStrategy, Sub-Regional HousingStrategy
Sub-RegionalHousing Strategy
Draft Sub-RegionalKey WorkerStrategy
Funding Source
No additionalresources required
No additionalresources required
Existing HGF staff
London HousingBoard and Privatefinance
SuccessMeasures/Targets
15% of completions to betargeted to ethnic minoritypreferred partner HousingAssociations
30% of ApprovedDevelopment Plan to to betargeted towards 3-bedroom houses.
Strategy and action planagreed andimplementationcommenced
50 new homes deliveredthat are either sharedownership or haveintermediate rents
Time-Scale
Ongoing and subjectto monitoring andperiodic review
For two years up toMarch 2006 and thenreviewed
By March 2004
By March 2007
Lead Officer
PrincipalDevelopment Officer
PrincipalDevelopment Officer
Principal HousingStrategy Officer
PrincipalDevelopment Officer
Link to Corporate objectives: Equalities Merton, Thriving Merton
STRATEGIC PRIORITY 1. MAXIMISING THE SUPPLY OF NEW HOUSING
Objective 1.2 (continued)
19
Housing Strategy for Merton
Ref
11.
12.
13.
14.
15.
Action and Priority
Raise the standard ofHMOs
Bring emptyproperties back intouse
Bringing emptyspaces above shopsinto residential use
Engage with andsupport privatelandlords
Assist vulnerablepeople across theprivate sector
High/Medium
High
Medium
High
Medium
Medium
Links to OtherStrategies
Draft Private Sector HousingStrategy
Draft Empty HomesStrategy
Draft Empty HomesStrategy
Draft Private Sector HousingStrategy
Draft Private SectorHousing Strategy
Funding Source
Subject toassessment of finalscheme
Existing HGF staff
Capital subject toODPM sub-regionallocation
Existing HGF staff
Subject to grantfunding fromODPMPart of confirmedallocation of£80,000 fromHomelessnessDirectorate
SuccessMeasures/Targets
Development of effectivelicensing scheme in linewith national scheme
40 empty propertiesbrought back into use(BVPI 64)
Accommodation broughtinto use
Landlord forums heldtwice a year. Interactive web-basednotice board developedfor landlords.Engagement with privatelandlords through south-west London partnership
Rent Deposit Scheme pilotextended and developedto include wider cases inhousing need
Time-Scale
Timetable to concurwith publication ofnational scheme
By March 2004(targets for 2004/5subject to review)
Contribute to sub-regional targets of 59 units (04/05) and74 units (05/06)
Ongoing and subjectto annual review
By December 2004
By March 2005
Lead Officer
Environmental HealthManager
Environmental HealthManager
Environmental HealthManager
Housing NeedsManager
Housing NeedsManager
Housing NeedsManager
Link to Corporate objectives: Equalities Merton, Thriving Merton
STRATEGIC PRIORITY 1. MAXIMISING THE SUPPLY OF NEW HOUSING
Objective 1.3: Facilitating availability and access to good quality, affordable housing in the private sector
20
Housing Strategy for Merton
Ref
16.
17.
18.
Action and Priority
Identify and addressgaps in provision forvulnerable people
Improvearrangements foridentifyingvulnerablehouseholds
Review HousingSupport Team roleand effectiveness
High/Medium
High
Medium
High
Links to OtherStrategies
HomelessnessStrategy,Supporting PeopleStrategy
HomelessnessStrategy
HomelessnessStrategy,Supporting PeopleStrategy
Funding Source
LHB
Existing HGF staff
HGF staff
SuccessMeasures/Targets
Five year SupportingPeople Strategycompleted
Learning Disabilities6 one-bedroom flatscompleted
Young People8 one-bedroom flats withsupport for move-oncompleted
Older PeopleBid supported for fundingand revenue resourcesidentified to developproposals for shelteredaccommodation forAfrican Caribbean elders
Introduction of jointvulnerability assessments
Review completed andaction plan implementationcommenced
Time-Scale
By March 2005
By March 2006
By March 2004
By March 2005
By March 2005
By March 2005
Lead Officer
Supporting PeopleManager
PrincipalDevelopment Officer
PrincipalDevelopment Officer
PrincipalDevelopment Officer
Housing NeedsManager
Learning DisabilitiesPartnership Manager
Corporate Objective: Equalities MertonSTRATEGIC PRIORITY 2. SUPPORTING VULNERABLE PEOPLE AND PREVENTING HOMELESSNESS
Objective 2.1: Ensure vulnerable people are supported in their homes so they can live independently
21
Housing Strategy for Merton
Ref
19.
20.
21.
22.
Action and Priority
Convert units at HallPlace into self-contained units
Implement actionplan following reviewof temporaryaccommodation
Reduce bed andbreakfast use
Address the needs ofolder people inhousing crisis
High/Medium
High
High
High
High
Links to OtherStrategies
HomelessnessStrategy
HomelessnessStrategy
HomelessnessStrategy
HomelessnessStrategy
Funding Source
Resourcedprivately
Recycling ofCapital receiptsfrom HRA propertysales
HGF funding plusgrant funding fromODPMPart of confirmedallocation of£80,000 fromHomelessDirectorate
Existing HGF staff
SuccessMeasures/Targets
20 self-contained unitsconverted subject to need
Action plan implemented
No homeless families inbed-and-breakfastaccommodation, except inan emergency
The number of singlepeople in bed-and-breakfast reduced to 20(subject to availablefunding through PSA)
Availability of suitabletemporary accommodationassessed
Time-Scale
By June 2004
By March 2006
From April 2004 andongoing
By March 2006
By March 2005
Lead Officer
Housing NeedsManager
Housing NeedsManager
Housing NeedsManager
Housing NeedsManager
Service Manager(Older People),Housing NeedsManager
Corporate Objective: Equalities Merton
STRATEGIC PRIORITY 2. SUPPORTING VULNERABLE PEOPLE AND PREVENTING HOMELESSNESS
Objective 2.2: Ensure homeless households have access to suitable temporary accommodation
22
Housing Strategy for Merton
Ref
23.
24.
25.
26.
27.
Action and Priority
Review the HousingAdvice Serviceresponsibilities, roleand effectiveness
Undertake analysisof repeathomelessness inorder to informfurther actions andpartnerships
Improve housingadvice to ethnicminority groups
Preventhomelessnessthrough mediation
Ensure homelesspeople play aneffective part inpreventinghomelessness
High/Medium
Medium
High
Medium
Medium
Medium
Links to OtherStrategies
HomelessnessStrategy,Draft Private SectorHousing Strategy
HomelessnessStrategy
HomelessnessStrategy,Ethnic MinoritiesHousing Strategy
HomelessnessStrategy
HomelessnessStrategy
Funding Source
Part through LHUresearch15 days in total
Existing HGF staff
Existing HGF staff£2000
Homelessnessgrant(part of confirmedallocation of£80,000 fromHomelessDirectorate)
Existing HGF staff
SuccessMeasures/Targets
Review completed anddate set for completion ofthe implementation ofagreed actions
Research completed andfindings addressed in anaction plan
Awareness campaigncompleted for ethnicminority elders on housingoptions
Pilot established
Programme developed foreffective consultation withhomeless people
Time-Scale
By March 2005
By March 2005
By March 2004
By June 2004
By March 2005
Lead Officer
Housing Advice TeamLeader
Policy Team Leader(Housing Needs)
Principal PolicyOfficer
Housing NeedsManager
Policy Team Leader(Housing Needs)
Corporate Objective: Equalities Merton
STRATEGIC PRIORITY 2. SUPPORTING VULNERABLE PEOPLE AND PREVENTING HOMELESSNESS
Objective 2.3: Reduce homelessness through early intervention and prevention
23
Housing Strategy for Merton
Ref
28.
29.
30.
Action and Priority
Develop partnershipsand improve jointworking through aninter-agencyHomelessnessStrategy Team
Increase the profileof adult education
Improve the lifechances of childrenin need and care
High/Medium
Medium
Medium
Medium
Links to OtherStrategies
HomelessnessStrategy,Sub-regionalHousing Strategy
HomelessnessStrategy
HomelessnessStrategy
Funding Source
Existing HGF staff
Existing HGF staff
Existing HGF staff
SuccessMeasures/Targets
Implementation of Sub-Regional Housing Strategy
Profile raised throughawareness raising eventsand improved monitoring
12 vulnerable youngpeople to have transferredinto post-16 educationthought the base projectand work experienceprovided for 20 youngpeople
Time-Scale
In accordance withthe HomelessnessStrategy Action Plan
Ongoing
Ongoing (targetssubject to review for2004/5)
Lead Officer
HomelessnessStrategy Manager
Head of Communityand Cultural Services
Head of Access,Opportunity andInclusion.Children’s StrategyManager
Corporate Objective: Equalities Merton
STRATEGIC PRIORITY 2. SUPPORTING VULNERABLE PEOPLE AND PREVENTING HOMELESSNESS
Objective 2.4: Develop an effective, evidence-based inter-agency strategy to minimise homelessness in the longer term
24
Housing Strategy for Merton
Ref
31.
32.
33.
Action and Priority
Appraise the optionsfor housing stockinvestment, servicedevelopment and thewider strategy foraffordable housingand neighbourhoodrenewal
Deliver decenthomes by 2010
Improve satisfactionof tenants with theHousing Service
High/Medium
High
High
High
Links to OtherStrategies
Communication &EmpowermentStrategies
HRA BusinessPlan
DraftNeighbourhoodRenewal Strategy
Affordable housingplan
Stock OptionsAppraisal
HRA BusinessPlan
Communications &EmpowermentStrategies
HRA BusinessPlan
Funding Source
Existing HRA staff
£300,0002004-2006
Major RepairsAllowance£4.8m per year
Existing budgetsplus HRA growth of£10,000 foradditional surveys
SuccessMeasures/Targets
Tenants consulted atneighbourhood levelabout stock managementand ownership options
Options Appraisalcompleted
‘Decent Homes’ Strategyreviewed in light of newstock condition data
Non-‘Decent Homes’eliminated (BVPI 184)
66% of black and ethnicminority tenants satisfiedwith services (BVPI 74)
66% of tenants satisfiedwith the repairs service
Time-Scale
Started December2003
By February 2005
By March 2005
By March 2010
By March 2006 andthen in accordancewith new targets
By March 2006 andthen in accordancewith new targets
Lead Officer
Head of HousingServices
Head of HousingServices
Housing StockManager
Housing StockManager
District HousingManagers
District HousingManagers
Corporate Objectives: Equalities Merton, Caring Merton and Thriving Merton
STRATEGIC PRIORITY 3. IMPROVING HOUSING CONDITIONS
Objective 3.1: Meeting the Government Decent Homes Standard and the aspirations of tenants for Council homes and services
25
Housing Strategy for Merton
Ref
34.
35.
36.
37.
38.
Action and Priority
Analyse PrivateSector HouseConditions Survey
Complete andimplement a PrivateSector HousingStrategy
Address non-decency through theCouncil’s GrantsProgramme
Enable theimprovement ofowner-occupiedhomes throughequity releaseschemes
Work in partnershipto publicise andpromote grants andadvice/informationabout homeimprovements
High/Medium
High
High
High
Medium
Medium
Links to OtherStrategies
Housing RenewalPolicy
Housing RenewalPolicy
Housing RenewalPolicy
Funding Source
Existing HGF staff£75,000
Existing HGF staff
DFG and Capitalprogramme
Allocated fromHGFPan Londonscheme subject toODPM allocationfor private sectorfunding
Funding voluntaryorganisations fromHGF £30,000
SuccessMeasures/Targets
Action plan developed toaddress key issues
Strategy and Action Planagreed andimplementationcommenced
Full spend of £200,000renovation grants and£350,000 disabledfacilities grants budgets
Homes improved throughequity release
Care and Repair to haveprovided advice about arange of options to 25clients per month
Time-Scale
By September 2004
December 2004
March 2004(target subject toreview for 2004/5)
Contribute to Pan-London target of3,000 (04/05) and4,000 (05/06)
Ongoing (targetssubject to review for2004/5)
Lead Officer
Environmental HealthManager/PrincipalHousing StrategyOfficer
Principal HousingStrategy Officer
Environmental HealthManager
Environmental HealthManager
Principal HousingStrategy Officer
Corporate Objectives: Equalities Merton, Caring Merton and Thriving Merton
STRATEGIC PRIORITY 3. IMPROVING HOUSING CONDITIONS
Objective 3.2: Address issues of non-decency in private sector accommodation occupied by vulnerable people
26
Housing Strategy for Merton
Ref
39.
40.
41.
42.
Action and Priority
Work in partnershipto identify risks invulnerable peoples’homes and signpostthem to serviceswhich can addressthem
Extend the role ofthe HomeImprovement Agency(Care and Repair)
Reduce fuel povertyin the council sector
Review and producea Fuel PovertyStrategy for alltenures and work inpartnership toaddress the findings
High/Medium
Medium
Medium
High
Medium
Links to OtherStrategies
Older Person’sStrategy
Supporting PeopleStrategy
Housing RenewalPolicy,Older Person’sStrategy,Supporting PeopleStrategy
Aftercare WarmthStrategy (Nationaland local)
Aftercare WarmthStrategy (Nationaland local), Housing RenewalPolicy
Funding Source
DTI funding, HIMPbid made (decisionoutstanding),possible ODPMregenerationfunding, £50,000HRA growth
Funding tovoluntaryorganisations fromHGF within £30,000allocation
HRA and MRA
Existing HGF staff
Subject to sub-regional privatesector bid toODPM
SuccessMeasures/Targets
1,000 smoke alarms, 250carbon monoxidedetectors and 25 coldalarms fitted throughHomesafety Partnership.Programme for 2004/5launched
Care and Repair to havecompleted a pilotdelivering 10 DisabledFacilities Grants
SAP rating increased inCouncil homes (BVPI 63):from 61 to 62
Completion of inter-agencyFuel Poverty Strategy
Information developedwith ‘Simply Energy’about cheap fuel ratesdistributed with CouncilTax forms
Bid submitted to ODPMto fund sub-regional
‘Coldbusters’ scheme
Time-Scale
By June 2004
By June 2004
By March 2005 (to bereviewed for futureyears)
By March 2005
By March 2005
By March 2004
Lead Officer
Older Person’sCommissioningOfficer
Occupational TherapyManager
Housing StockManager
Principal HousingStrategy Officer
Housing StockManager
Principal HousingStrategy Officer
Corporate Objectives: Equalities Merton, Caring Merton and Thriving Merton
STRATEGIC PRIORITY 3. IMPROVING HOUSING CONDITIONS
Objective 3.2 (continued)
Objective 3.3: Reduce fuel poverty in all tenures
Housing Strategy for Merton
27
Ref
43.
44.
45.
Action and Priority
Raise publicawareness aboutfunding options forrenewable energy
Develop andimplement Merton’ssustainableDevelopment Policyfor the housing stock
Develop a modelsustainable housingscheme in Merton
High/Medium
Medium
High
Medium
Links to OtherStrategies
Agenda 21
Agenda 21
Agenda 21
Funding Source
Existing resourcesHGF £2,000
Existing resources
LHB/private finance
SuccessMeasures/Targets
Develop interactive website through Council’s website detailing fundingsources available
Policy finalised andimplementation timetableagreed
Site located and agreed
Time-Scale
By June 2004
By March 2005
By May 2004
Lead Officer
Principal EnvironmentOfficer
Housing StockManager
Principal EnvironmentOfficer
Corporate Objectives: Equalities Merton, Caring Merton and Thriving Merton
STRATEGIC PRIORITY 3. IMPROVING HOUSING CONDITIONS
Objective 3.4: Promote and encourage greater use of home insulation and renewable and sustainable domestic energy
28
Housing Strategy for Merton
Ref
46.
47.
48.
Action and Priority
Contribute toMerton’sNeighbourhoodRenewal Strategy
Reconfiguring thehousing service tosupport‘NeighbourhoodManagement’
Prioritise theneighbourhoodrenewal target areafor developmentactivity
High/Medium
Medium
High
Medium
Links to OtherStrategies
DraftNeighbourhoodRenewal Strategy
Stock OptionsAppraisalDraftNeighbourhoodRenewal Strategy
NeighbourhoodRenewal Strategy
Funding Source
Existing HGF staff
HRAAdditional £35,000being invested intoneighbourhoodfunctions
Existing budgets
SuccessMeasures/Targets
Draft strategy and actionplan completed
Pilot neighbourhood officedeveloped at PhippsBridge
Ensure that the followingstrategies prioritise thetarget area:
Affordable HousingStrategy
Empty Homes Strategy
Supporting PeopleStrategy
Time-Scale
By July 2004
By March 2005
By March 2005
By December 2004
By March 2005
Lead Officer
Principal HousingStrategy Officer
Head of HousingServices
PrincipalDevelopment Officer
Housing Advice TeamLeader
Supporting PeopleManager
Corporate Objectives: Education Merton, Safe, Clean and Green Merton
STRATEGIC PRIORITY 4. DEVELOPING SUSTAINABLE COMMUNITIES
Objective 4.1: Contribute to a successful neighbourhood renewal strategy for the borough with a leading role for the housing service
Objective 4.2: Encourage sustainable housing through development and improvement
29
Housing Strategy for Merton
Ref
49.
49a.
49b.
50.
Action and Priority
Increase the capacityand skills of tenantsand leaseholders toparticipate in thedelivery of housingservices
Improve satisfactionwith opportunities toparticipate bytenants in thehousingmanagementprocess
High/Medium
Medium
Medium
Medium
High
Links to OtherStrategies
Communicationand EmpowermentStrategy
Ethnic MinoritiesHousing Strategy
Ethnic MinoritiesHousing Strategy
Communicationand EmpowermentStrategy
Funding Source
HRA existingbudgets
HRA existingbudgets plusadditional £25kgrowth for tenantparticipationcommunitydevelopment2004/5
HRA existingbudgets
Existing budgets
SuccessMeasures/Targets
Training programmecompleted to supporteffective tenantinvolvement on interviewpanels
Ethnic Minority StrategyGroup to haveinvestigated potentialfunding and developedproposals for capacitybuilding and have workedclosely with tenantparticipation officers
Local Action Plandeveloped for involvingethnic minority residentson estates
65% of tenants satisfiedwith opportunities toparticipate in the decisionmaking process
Time-Scale
By June 2004
By March 2004
By June 2004
Throughout 2003-6
Lead Officer
District HousingManagers
Principal HousingPolicy Officer
Tenant ParticipationManager
District HousingManagers
Corporate Objectives: Education Merton, Safe, Clean and Green Merton
STRATEGIC PRIORITY 4. DEVELOPING SUSTAINABLE COMMUNITIES
Objective 4.3: Increase resident involvement in housing services, particularly from amongst ethnic minority communities
30
Housing Strategy for Merton
Ref
51.
51a.
51b.
51c.
Action and Priority
Review fundingarrangements forcommunity safety
High/Medium
Medium
Medium
Medium
Medium
Links to OtherStrategies
Crime andDisorder Strategy2002-5
Crime andDisorder Strategy2002-5
Crime andDisorder Strategy2002-5
Crime andDisorder Strategy2002-5
Funding Source
£200,000 annualrevenuecontribution tocapital
Existing resources
Existing resources
ALG funding£75,000 over2 years
SuccessMeasures/Targets
Tenants consulted onfunding new initiatives incommunity safety andplan agreed
Joint communicationsstrategy on race crimeagreed with housingassociations
Youth crime preventionstrategies adopted withDAAT and MPAC
Joint development ofMerton and Sutton’s stand-alone mediation service
Time-Scale
Annual review
By June 2004
By December 2004
By March 2004
Lead Officer
District HousingManagers
Head of HousingPolicy
Head of HousingServices
District EstatesManager
Corporate Objectives: Education Merton, Safe, Clean and Green Merton
STRATEGIC PRIORITY 4. DEVELOPING SUSTAINABLE COMMUNITIES
Objective 4.4: Greater promotion of community safety – dealing with nuisance and anti-social behaviour, racial harassment, domestic violence, graffiti, and work to reduce crime
31
Housing Strategy for Merton
Ref
52.
53.
54.
Action and Priority
Map and revise sub-regional partnershipsand forums
Develop Sub-Regional Key WorkerStrategy
Extend choice andmobility in the sub-region
High/Medium
High
High
Medium
Links to OtherStrategies
Sub-RegionalHousing Strategy
Sub-RegionalHousing Strategy
Sub-RegionalHousing Strategy
Funding Source
Existing resources
Existing resources
Existing resources
SuccessMeasures/Targets
Sub-regional partnershipworking extended to otherCouncil departments andorganisations
Strategy in place andbeing implemented
Initial scoping exercisecompleted for jointworking and goodpractice
Time-Scale
By March 2005
By March 2004
By March 2004
Lead Officer
Principal HousingStrategy Officer
Principal HousingPolicy Officer
Housing NeedsManager
Corporate Objective: Equalities Merton
STRATEGIC PRIORITY 5. DELIVERING THROUGH EFFECTIVE PARTNERSHIPS
Objective 5.1: To work effectively both across boundaries and on a sub-regional basis with local authorities, housing associationsand others in order to deliver whole area solutions for increasing the supply of affordable housing and meeting housing needs
32
Housing Strategy for Merton
Ref
55.
56.
57.
57a.
58.
Action and Priority
Improve jointworking betweenorganisations toaddresshomelessness
Increase awarenessof housing issues forfrontline staff,community groups,faith groups andother relevantorganisations
Improve informationand advice onhousing options foryoung people
Develop Sub-Regional PrivateSector RenewalStrategy
High/Medium
High
Medium
Medium
Medium
High
Links to OtherStrategies
HomelessnessStrategy,Sub-regionalHousing Strategy
HomelessnessStrategy
HomelessnessStrategy
HomelessnessStrategy
Sub-regionalHousing Strategy
Funding Source
Existing resources
Existing resourcesplus £3,000
Existing resources
Existing resources
Existing resources
SuccessMeasures/Targets
Homelessness StrategyTeam to have met 4 timesper year andHomelessness Forum tohave met twice per year
Communications Strategyimplemented to informstaff and organisationsabout homelessness
Housing Advice to attendOne Stop Shop run byConnexions and providetraining to Connexionsstaff
Young peoplesaccommodation day heldand developed throughMYSHF
Strategy in place
Time-Scale
Ongoing until March2008 and thenreviewed
By March 2004
Ongoing and trainingto startApril 2004
By March 2004
By March 2005
Lead Officer
HomelessnessStrategy Manager
HomelessnessStrategy Manager
Housing NeedsManager
Principal HousingStrategy Officer
Environmental HealthManager
Corporate Objectives: Equalities Merton
STRATEGIC PRIORITY 5. DELIVERING THROUGH EFFECTIVE PARTNERSHIPS
Objective 5.2: Improve partnerships that reduce and address homelessness
Objective 5.4: To improve partnerships with private landlords
34
Housing Strategy for Merton
AppendicesAppendix 1
Glossary of Terms
Affordable Housing
Local Agenda 21 LA21
Anti Social Behaviour ASB
Approved Development ADPProgramme
Assets
Basic Credit Approval BCA
Bed and Breakfast B&B
Best Value BV
Cabinet
Capital
Commission for Racial CREEquality
Community Plan
Community HousingTaskforce
Housing which is below market prices (rental and low cost home ownership).
Plan to promote environmental sustainability.
Behaviour by people that affects others within the community. ASB is wide ranging and can includegraffiti, playing music loudly and harassment.
The process whereby the Government allocates money to Housing Associations, through the HousingCorporation, for building new homes.
Items which have a relatively high value and are usually long lasting e.g. property.
The amount of money the Government allows the local authority to borrow for spending on capitalprojects.
Temporary accommodation, with shared facilities, provided for homeless people while their homelessapplications are assessed or they are waiting for permanent housing.
A process by which council services are reviewed and plans made to continually improve them.Residents play a key role in the process.
The body which makes the key decisions in the Council. It is chaired by the Leader of the Council andhas 9 other Council members who each have responsibility for a key area e.g. education or housing.
Money spent on an asset (see above) to maintain it or extend its life.
Government funded body to promote racial equality.
Long term plan identifying resident priorities for action in their communities. Also aims to promoteeconomic, social and environmental well being of the community.
A body established to help local authorities, tenants and Housing Associations through the process ofstock transfer and to guide them through the option appraisal process.
Term Initials Meaning
35
Housing Strategy for Merton
Comprehensive CPAPerformance Assessment
Decent Homes
Department of Trade DTIand Industry
Disabled Facilities Grant DFG
District Housing Panel DHP
Draft London Plan
Drugs and Alcohol DAATAction Team
Early Years Development EYDCP& ChildcareImplementation Plan
Fuel Poverty
Geographic Information GISSystem
Health Improvement HIMPand ModernisationProgramme
Home Energy HECAConservation Act
The assessment helps Councils improve their local services for their community. It looks at how goodservices are and how well the Council is run and rates authorities as excellent, good, fair, weak or poor.After the review the Council agrees an action plan to improve or maintain performance.
A Government standard for all social housing to ensure that it is structurally sound, has modern facilitiesand is energy efficient.
Department which works with businesses, employees and consumers.
Grants to adapt properties occupied by disabled people.
Consists of a representative of Merton Tenants and Residents Federation, two representatives from eachTenants Association in the District, two majority councillors and 1 opposition councillor and officers ifnecessary. The panels monitor housing services.
The London Mayor’s plan for development in the capital.
Strategy partnership responsible for delivering the Government’s 10-year strategy ‘Tackling DrugsTogether to Build a Better Britain’.
Describes planned actions of the Early Years Development & Childcare Partnership in relationship to pre-school children and the provision of childcare places.
Households which spend more than 10 percent of their household income on trying to keep their homesadequately heated, are suffering from fuel poverty.
Computer system for storing, mapping and manipulating geographical information.
Supports health improvement and funds projects which promote health and well-being in the community.
The act requires local authorities to publish a report on progress made in meeting targets to improve theenergy efficiency of residential properties and on future plans.
Term Initials Meaning
36
Housing Strategy for Merton
House in Multiple HMOOccupation
Housing Consultative HCFForum
Housing Corporation HC
Housing General Fund HGF
Housing Health and HHSRSSafety Rating System
Housing Needs Index HNI
Housing Revenue HRAAccount
Housing Strategy HSRGReview Group
Insecurity Points
Intermediate Housing Need
Joint Investment Plan JIP
Keyworker
Local Authority Social LASHGHousing Grant
Properties occupied by a number of people who are not part of the same household. They can includebedsits, shared houses and flats, boarding houses and hostels.
Forum where residents associations representatives are consulted with and informed about housingmatters in the borough.
The body that funds and regulates Housing Associations. This includes funding for building newproperties.
Income and expenditure for Council services which are not to do with Council housing are recorded inthe authority’s General Fund. General Fund expenditure is met from charges for services, specific grants,Council Tax, non domestic rates and other government grants. Housing services which affect the widercommunity, such as advice to private tenants and housing benefit are paid for from the General Fund.
A scheme proposed in the Housing Bill that will replace the current Fitness Standard. It will be based ona risk assessment of a variety of factors and their impact on the most vulnerable occupier.
A national index which identifies housing need in different areas.
This is an income and expenditure account for Council housing. Income is made up from rents andhousing subsidy and expenditure is for housing management and maintenance.
A multi departmental group of officers who contribute, direct and monitor the Housing Strategy.
Points given to those on the new starters sub register whose present accommodation is insecure and willshortly be coming to an end.
Affects those who find market rents and purchase prices unaffordable but are unlikely to be allocatedsocial housing due to a low level of housing need. This would include keyworkers.
Programme agreed by local authorities, health bodies and other partner agencies to improve support tospecific groups of people.
Any worker, defined by the authority as being essential to the delivery of services in the borough.
Money channelled through Local Authorities to fund Housing Association development. (It was abolishedin March 2003).
Term Initials Meaning
37
Housing Strategy for Merton
Local Strategic LSPPartnership
London Alliance with the LAWN West and North
London Housing Board LHB
London Housing LH
Major Repairs Allowance MRA
Merton Young Single MYSHFHomelessness Forum
Merton Housing MERHAGAssociation Group
Merton Partnership MPACAgainst Crime
Merton Tenant and MTRFResidents Federation
Movers sub register
Neighbourhood Renewal
New starters sub register
Office for the Deputy ODPMPrime Minister
Private Sector Leasing PSLScheme
Consists of representatives from the public, private and voluntary sector. It is designed to develop and pursuea vision for neighbourhood renewal and improve the delivery of local services through better planning.
Scheme to help people in Council and Housing Association properties move to social housing in otherparts of the country (mainly the North) where there are more properties available.
A board consisting of representatives from the Government Office for London, Greater London Authority,Housing Corporation, Association of Local Government, London Development Agency and EnglishPartnerships that is responsible for developing a London Housing Strategy.
Provides expert advice and analysis on social housing issues in London.
A subsidy from Government for major repairs to Council housing.
Partnership between Housing Associations, voluntary organisations and the local authority to addresssingle homelessness.
A group of social landlords who meet with the local authority to discuss issues of common interest andconcern.
A partnership between the Council, Police, Health Authority and other agencies which work together toreduce crime in the borough.
An umbrella group for all the tenant & resident associations concerned with Council housing in Merton.
A list of Council and Housing Associations who require a move to other accommodation for variousreasons.
A strategy to tackle problems of deprivation in the borough. It is based on a partnership approach andaddressing a wide range of issues.
A list of all people who are waiting for Council accommodation.
Government Department which deals with housing, neighbourhood renewal and planning amongst otherthings.
Scheme where private landlords lease properties to the Council or a Housing Association to house thosemost in need.
Term Initials Meaning
38
Housing Strategy for Merton
Registered Social RSLLandlord
Scrutiny Panel
Section 106 agreement S106
Sheltered Housing
Social Housing
South West LondonHousing Strategy
Special Educational SENPolicy
Supplementary Credit SCAApproval
Supporting People SP
Stakeholders
Standard Assessment SAPProcedure
Stock Options Appraisal
Term Initials Meaning
Housing providers who are registered with the Housing Corporation. The organisations are not for profit,often known as Housing Associations.
The Panel that consists of councillors, provides a check on Cabinet decisions by looking at areas ofwork where decisions are due to be made. Panel meetings are open to members of the public andviews, concerns and recommendations are passed on to the Cabinet.
Agreements where a developer may be required to provide new social housing as part of largerdevelopment.
Housing specifically designed and allocated to elderly people which also includes various forms ofsupport.
Affordable housing provided by Housing Associations, the Council and other housing providers for rent.
A strategy developed by the 7 south west London authorities in response to the London HousingStrategy.
Sets out how the Local Educational Authority will manage special needs in Merton.
An approval from Government for an authority to borrow money for a particular capital project.
The Supporting People programme is designed to fund support services which help improve people’slives and maintain independence within their own homes.
Those who will be affected or have an interest in a particular issue or policy.
A method of rating the energy efficiency of a home. It is calculated taking account of thermal insulation,efficiency of heating system and ventilation in a property. A property can be rated from 1-100, thehigher the number the better the standard.
This involves looking at the advantages and disadvantages of different options for owning andmanaging the Council’s stock. It takes account of funding, stock condition and the housing needs andaspirations of tenants.
39
Housing Strategy for Merton
Tenant and Resident TRAAssociation
Unitary Development UDPPlan
Zero Budget approach
An association of tenants and residents who meet in an area to address issues of common concern andinfluence the services they receive and the communities in which they live.
This sets out the Council’s plan for using land. Planning applications are considered against this plan.
Looking at services from a starting point of zero budget and working out how much money would berequired to provide the service.
Term Initials Meaning
If you have any comments or questions about this strategy, please do not hesitate to contact:
Housing Strategy and Development TeamHousing and Social Services Department5th Floor, Civic CentreLondon Borough of MertonLondon RoadMordenSurreySM4 5DX
By e-mailing: strategy&[email protected] by ‘phoning: 020 8545 3685
Housing Strategy for Merton
40
Appendix 2
Contacts
41
Housing Strategy for Merton
Document Contact Telephone & Email
Allocations Policy Steve Langley 020 8545 3712Housing Needs Manager [email protected] & Social ServicesLondon Borough of Merton
Allocations Strategy (annual) Michael Furnival-Adams 020 8545 4155Principal Housing Strategy Officer [email protected] & Social ServicesLondon Borough of Merton
Asset Management and Capital Plan Tony Skillbeck 020 8545 4167Property Liaison Manager [email protected] & RegenerationLondon Borough of Merton
Best Value Performance Plan Diane Bailey 020 8545 3963Head of Policy and Scrutiny [email protected] ExecutivesLondon Borough of Merton
Children’s Services Plan David Wright 020 8545 3710Children’s Strategy & Development [email protected] & Social ServicesLondon Borough of Merton
Community Plan Rob Moran 020 8545 4152Head of Regeneration [email protected] & RegenerationLondon Borough of Merton
Appendix 2
Contacts (continued)
42
Housing Strategy for Merton
Document Contact Telephone & Email
Sustainable Communities Plan Office of the Deputy Prime Minister www.odpm.gov.uk
Crime and Disorder Strategy Steve Brennan 020 8545 3240MPAC Manager steve.brennan@ merton.gov.ukEnvironment & RegenerationLondon Borough of Merton
Economic Development Strategy Nick Smart 020 8545 3064Principal Environmental Planner [email protected] & RegenerationLondon Borough of Merton
Ethnic Minority Housing Strategy Angela Chu 020 8545 3619Principal Housing Policy Officer [email protected] & Social ServicesLondon Borough of Merton
Health Improvement Programme Jatinder Bhuhi 020 8545 3440Health Partnership Officer [email protected] ExecutivesLondon Borough of Merton
HECA Progress Report Annette Acik 020 8545 3029Principal Environmental Health Officer [email protected] & RegenerationLondon Borough of Merton
Homelessness Strategy Michael Furnival-Adams 020 8545 4155Principal Housing Strategy Officer [email protected] & Social ServicesLondon Borough of Merton
Housing Needs Survey and Update Michael Furnival-Adams 020 8545 4155Principal Housing Strategy Officer [email protected] & Social ServicesLondon Borough of Merton
43
Housing Strategy for Merton
Document Contact Telephone & Email
Housing Revenue Account Business Keith Marshall 020 8545 3722Plan Housing Stock Manager [email protected]
Housing & Social ServicesLondon Borough of Merton
Learning Disabilities Housing Strategy Julie Phillips 020 8545 3967Planning Commissioning Officer, [email protected] & Social Services,London Borough Of Merton
Local Agenda 21 Action Plan Adrian Hewitt 020 8545 3457Principal Environmental Officer [email protected] & RegenerationLondon Borough of Merton
London Housing Strategy Government Office for London 020 7217 3328www.go-london.gov. uk/housing/index.asp
Neighbourhood Renewal Strategy Joanna Switalska 020 8545 3233Regeneration Manager [email protected] & RegenerationLondon Borough of Merton
Private Sector Housing Strategy Michael Furnival-Adams 020 8545 4155Principal Housing Strategy Officer [email protected] & Social Services [email protected] Borough of Merton
Race Equality Action Plan Monica Wambu 020 8545 3864Equalities Policy Officer [email protected] ExecutivesLondon Borough of Merton
44
Housing Strategy for Merton
Document Contact Telephone & Email
South West London Housing Strategy Michael Furnival-Adams 020 8545 4155Principal Housing Strategy Officer [email protected] & Social ServicesLondon Borough of Merton
Supporting People Strategy Eileen Nutting 020 8545 3841Supporting People Manager [email protected] & Social ServicesLondon Borough of Merton
Tenant Participation Compact Lesley Smith 020 8545 3618Tenant Participation Manager [email protected] & Social ServicesLondon Borough of Merton
Unitary Development Plan Steve Cardis 020 8545 3060Principal Planner [email protected] & RegenerationLondon Borough of Merton
Housing Strategy for Merton
45
Merton's Community This includes two priority issues within which housing has a key role:Plan ● The introduction of programmes to reduce fuel poverty for those in public housing from 35% to 10%;
● To promote the development of communities and a sense of neighbourhood.The Housing Service is actively involved in the development of the Corporate Neighbourhood Renewal Strategy.We are also committed to eliminating fuel poverty in Council homes by 2010.(Strategic Priority 3 and 4: Improving Housing Conditions and Developing Sustainable Communities).
Crime and Disorder This has clear implications for housing in the area of community safetyReduction Strategy (Strategic Priority 4: Developing Sustainable Communities).2002/05
Supporting People The Housing Service has a central role in the provision of appropriate accommodation with support. Our housing Strategy strategy sets targets to maximise housing and support options and choice for homeless households.
(Strategic Priority 2: Supporting Vulnerable People and Preventing Homelessness).
Children's Services The provision and retention of accommodation is a key issue for looked after children and families with support Plan needs.
(Strategic Priorities 1 and 2: Increasing the Supply of Affordable Housing and Supporting Vulnerable People and Preventing Homelessness).
LA21 Action Plan This plan encompasses the Council's commitments to energy, protection of the environment and the development of sustainability across the services of the Council and in the borough. In writing the Housing Strategy we note the lead promoted by government and the Housing Corporation in promoting an environmental agenda and the conceptof sustainability in housing development. Our housing strategy has also adopted sustainability targets from the Energy Bill (2002) to ensure that 10% of energy sources come from renewable sources by 2010.(Strategic Priorities 3 and 4: Improving Housing Conditions and Developing Sustainable Communities).
Appendix 3
Related Strategic Plans of the Council
Housing Strategy for Merton
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Unitary Development The Plan contains policies for housing provision and the supply of affordable housing in the borough in the context Plan (UDP) of overall development. Key features include:
● Encourage the re-use and re-cycling of urban land to provide housing development.● Support for improvement of housing.● Requirements for provision of affordable housing within new housing developments.● Encouragement for new dwellings to be built to Lifetime Homes Standards.● Objectives for housing development for people with physical disabilities.● Objectives for suitable accommodation for homeless people.● Promotion of sustainable housing development.(Strategic Priorities 1, 2, 3 and 4 all support the UDP objectives: Increasing the Supply of Affordable Housing, Supporting Vulnerable People and Preventing Homelessness, Improving Housing Conditions, and Developing Communities)
Local Strategic The partnership seeks to develop multi-agency working to address community regeneration and to attract funding. Partnership In supporting neighbourhood renewal, our housing strategy encourages multi-agency working to tackle social
exclusion and community safety.(Strategic Priority 4: Developing Sustainable Communities)
Economic This reflects the role of housing markets in the economic well-being of the borough and the sub-region. We areDevelopment Strategy committed to improving access to affordable housing (Strategic Objective 1), investing in the borough's housing stock
to improve housing conditions (Strategic Priority 3), and supporting neighbourhood renewal (Strategic Priority 4) all ofwhich contributes to a healthy local economy.
Housing Revenue A separate business plan for Council housing in Merton is being published in summer 2004. That plan sets out Account (HRA) short, medium and long term projections for Council housing as a social business but also focuses on theBusiness Plan 2003 performance of the Council as a landlord. A major aim of the plan is to examine the best way to get more
get more money for Council housing as well as looking at value for money with the service at the moment. This housing strategy has been drafted in tandem with the Council housing plan and reflects the directions that the Council can take as the largest landlord in the borough.(Strategic Priorities: all 5 apply)
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Homelessness A multi-agency plan for addressing homelessness in the borough was completed and published in July 2003. Its Strategy 2003-2008 focus is on early intervention and prevention of homelessness and seeks to meet the housing and support needs of
the homeless. Our housing strategy incorporates the priorities and targets of the Homelessness Strategy.(Strategic Priority 2: Increasing Housing Choice)
Ethnic Minority An Ethnic Minority Housing Strategy has been developed in 2003 through strong partnerships with local community Housing Strategy organisations. Its aim is to improve the responsiveness and sensitivity of housing provision for ethnic minority
communities in the borough.This aim is incorporated in all of our housing plans this year e.g. to ensure that the needs of ethnic minority households who are homeless, or are at risk of becoming homeless are addressed, or that the needs of ethnic minority communities are considered within the development of new affordable housing, or in council housing to prove that the Council as the largest landlord in the borough has services sensitive to ethnic minority residents and records action of service delivery within a fair and accessible system that is transparent in the way the services are delivered to all parts of the community.(Strategic Priorities 1, 2, 4 and 5: Increasing the Supply of Affordable Housing, Supporting Vulnerable People andPreventing Homelessness, Developing Sustainable Communities, and Delivering through Effective Partnerships)
Capital Strategy & Plans for capital spending and asset management for the whole Council have been set to reflect the overriding Asset Management priorities of the Council and the Housing Service with its agenda represented within that arena. The financial Plan resources underpinning this housing strategy have been developed through the corporate capital and asset
management approach where corporate resources form part of the decision-making process.(See the Resources section in Part 2 of this strategy.)
Risk Management A Risk Management Working Group has undertaken an audit of housing services identifying the relative level of risk Action Plan in all areas of the Housing Service and this forms part of the Council's overall position to risk and planning to target
the highest levels of risk. From the housing perspective we have developed an action plan on risk that is integrated into our service planning and into the production of the Housing Service Plan and associated plans.
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Housing Strategy for Merton
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You can also get thisinformation in large print,in Braille and on tape.
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Public Information Officer3rd Floor, Merton Civic Centre, Morden SM4 5DX Tel: 020 8545 3475