Stoke-on-Trent Housing Strategy 2017 - 2022 Building together for a strong future Revised October 2017 CONTENTS

FOREWORD ...... 3 STRATEGY AIMS AND OBJECTIVES ...... 4 STRONGER TOGETHER PRIORITIES ...... 5 A CITY FOR LIVING IN ...... 6 A HOME FOR EVERY STAGE OF LIFE ...... 10 A FOCUS ON PEOPLE ...... 14 A FOCUS ON HOMES ...... 18 OUR HOUSING GROWTH AMBITIONS ...... 23

2. FOREWORD

Councillor Randolph Conteh Cabinet Member for Housing, Communities and Safer City Carl Brazier Director of Housing and Customer Services

The City of Stoke-on-Trent is a city on the move

Stoke-on-Trent is the thirteenth largest The city council is looking at itself as a facilitator city conurbation in the UK and has the of change. It is becoming more commercial in its outlook and improving its governance and efficiency. fourth fastest growing economy of any With the support of its residents the council will local authority in England. It has been make this happen, staying true to the city’s motto Vis approved as Housing Business Ready and Unita Fortior, which translates as: ‘united strength is has been granted Housing Zone status. stronger’ meaning that we are Stronger Together. To make Stoke-on-Trent a place where people Stoke-on-Trent is rediscovering and reframing those actively choose to live and work, we are looking things that have made it great in the past – carefully at what needs to happen in our housing in particular its world-renowned ceramics industry. and residential areas. We are looking at all the The city is planning on making much more of its accommodation available within the city – its size, unique features and natural assets, and exploiting design, location, quality and attractiveness – and its geography – between north and south – and its its ability to meet the aspirations and needs of both regional and national connectivity. Stoke-on-Trent Stoke-on-Trent residents and new residents who is growing as a place of learning with may be attracted to live and work in the city. Our University moving to concentrate its facilities in the overall aim is to enhance the housing offer, in city centre and Keele University close by. order to support this we have established our own company, Fortior Homes, which puts us in a position It is embracing new opportunities to expand its to influence housing development in the city . economy by encouraging new investment and entrepreneurship in order to generate thousands We believe Stoke-on-Trent has a lot to offer people of new jobs, giving the city momentum to become and that it can enhance this offer further. This a critical economic driver for Staffordshire and powerful blend of action will bring energy and . And is also making improvements to interest and, in time, will make Stoke-on-Trent a key services, in particular health, education thriving and modern core1UK City. It will continue to and transport. be a great place to live where people can fulfil their potential, businesses can thrive, and more vulnerable citizens can live happily2.

1http://corecities.com 2See Stronger Together: http://www.stoke.gov.uk/ccm/content/community/community/stronger- together/stronger-together.en 3. STOKE-ON-TRENT HOUSING STRATEGY 2017 - 2022

Aim: The aim of this strategy is to enhance Stoke-on-Trent’s housing offer so that people at all stages of life can find and live in a quality home they want at a price they can afford.

Objectives: • To make new housing development viable so that a range of new homes are built that are attractive and affordable to people whatever stage of life they are at • To improve the condition and liveability of existing homes and rental management practices in Stoke-on-Trent • To enable people to live well in their homes and make good housing choices throughout their lives • To respond well to government requirements and make the most of government initiatives that relate to housing

Outcomes: Delivery of this strategy will ensure that we will: • Deliver a better balance in the range of homes available across the city so that there are attractive options for people who already live in Stoke-on- Trent and for those who would like to live in the city in the future • Improve the quality of the homes and residential environments across the city • Make it possible for people to access and enjoy living independently in their home • Make Stoke-on-Trent a more attractive place to live

4. STRONGER TOGETHER

Working together to create a stronger city we can all be proud of

The Stronger Together Strategic Plan 2016-20 sets out the vision and overarching priorities and objectives for the council. The diagram below shows how the Housing Strategy will contribute to the achievement of that vision.

Work with residents to make Support vulnerable people Support our businesses to our towns and communities in our communities to live thrive, delivering investment in our great places to live their lives well towns and communities

• Preserve and enhance the • Enable and support • Deliver an increase in the unique heritage of our city more people to live number of new houses • Deliver a significant independently and safely of various tenures, improvement in housing • Improve quality of life, prioritising development quality by investing in independence and choice on brownfield land homes and driving up for vulnerable adults • Deliver a transformation housing standards • Enable young people in the number of • Involve communities in leaving care to live apprenticeships in the city making each town and independently and safely and in the council neighbourhood a great, • Support residents to vibrant and healthy place to manage their money live and work effectively, improving uptake of benefits for those who are eligible

A commercial council, well governed and fit for purpose, Support our residents to driving efficiency in everything we do fulfil their potential • Deliver optimal efficiency • Increase the number of in all our services adopting people moving into work delivery models that deliver • Transform training and maximum value for residents skills provision, supporting • Optimise value from local business growth and public spending and enabling local people to increase the proportion of spending with local secure good quality work businesses

5. A CITY FOR LIVING IN

We have a big vision for making Stoke-on-Trent into The Stoke-on-Trent and Staffordshire City Deal is a great place to live where businesses can thrive worth £113 million and will support up to 23,000 jobs and residents can fulfil their potential. We know for local people over the next decade. that this requires consistent, dedicated progress on many fronts. Making sure that we have the right sort Some of Stoke-on-Trent’s major employers include; of homes that are high quality and attractive is an Michelin, , Fuch, , Vodafone, Emma important part of this process, but it is one of many Bridgewater, Moorcroft and Goodwin International. strands of work that will make the change happen. This section sets the scene; it explains our vision for Connected Stoke-on-Trent: quick and easy access to the city and touches on some of the wider work going just about everywhere on across the council and beyond, in order to achieve our goal. The city stands on the M6, West Coast Mainline and HS2 transport corridor - the backbone of Britain – Building on Stoke-on-Trent’s assets midway between Birmingham and Manchester. Its location is enhanced by its proximity to Manchester Stoke-on-Trent has an abundance of strengths and Airport (45 minutes) and to the and assets – physical such as green spaces and cultural Alton Towers (less than 30 minutes). such as our heritage in fine porcelain. We are going to employ and enhance them to make a much more Stoke-on-Trent is already well-connected by liveable city. The city’s strengths and assets include: rail links to London, Manchester, Birmingham, Wolverhampton, Crewe and Derby, and is well Green Stoke-on-Trent: a system of healthy green positioned in respect of the national road network. spaces and green transport corridors throughout Taking maximum advantage of the city’s location the city by accelerating market demand through enhanced connectivity is one of the keys to driving the city’s Stoke-on-Trent is one of the greenest cities in the high growth agenda. As a result the city is working UK. The abundance of parks and green spaces is regionally and nationally to improve strategic appreciated by Stoke-on-Trent’s citizens who come infrastructure and ensure journey times remain out in force to help maintain and improve them. It also competitive with other destinations. Similarly we have has many canals, rivers and brooks that flow through identified local infrastructure improvements designed several of Stoke-on-Trent’s towns, criss-crossing the to facilitate site access and speed up delivery of city. Stoke-on-Trent is a perfect size for people who housing sites. like to get around by bicycle, scooter and even on foot. In particular we have been working with the Stoke-on-Trent has an extensive network of green Department for Transport and HS2 Ltd on how best to transport routes through parks and along greenways connect the city, the Government having committed and waterways, connecting popular places with each that Stoke-on-Trent will be connected to the HS2 other for use by cyclists, walkers and buggy-users. network. We continue to work to ensure that Stoke- This inspired the CycleStoke programme that ran on-Trent receives the highest level of connectivity from 2008-11. We intend to enhance further these possible, which would unleash the true potential transport routes to make it easy to get around using in our city for new jobs and housing, including the healthy modes of transport. We will continue to work opportunity to develop as a commuter destination with communities, schools and businesses to make on the back of significantly improved journey times, best use of these routes. particularly to Birmingham.

A place where businesses thrive Through the Northern Gateway Development Zone we have also been partnering our neighbours Over recent years Stoke-on-Trent has become one in Staffordshire and Cheshire to maximise the of the most successful UK cities at creating job opportunities for economic growth from multiple opportunities as well as a record number of business HS2 connectivity, with ambitious targets for jobs and start-ups. housing growth, a very significant proportion of which are expected to be delivered in the city.

6. Unique history and heritage: a stage for creative Outstanding countryside: for all to enjoy industries and alternative cultural experiences Stoke-on-Trent is close to outstanding countryside Stoke-on-Trent has a range of attractive industrial that draws a range of visitors to the city. buildings, the canal network, and other unique features associated with the pottery industry. We The has stunning gritstone will retain and renovate, and build sensitively around outcrops – , , Cheeks Hill and them to maximise people’s enjoyment of an urban – as well as Rudyard Lake, Churnet landscape that is truly unique. We have already Valley also known as ‘The Rhineland of Staffordshire’ embarked on developing new aesthetically pleasing and some unique features such as the Churnet Valley homes and converted warehouse residences. With Railway. Not much further afield is the Peak District our partners we intend to continue developing the with a great many walks, bike rides, beautiful scenery factory in Stoke and other sites. and visitor attractions.

Alongside new homes, new infrastructure is coming For those who prefer staying closer to the city, there to support the creative industries; artist studios, low- is Park Hall, a national nature reserve and geological cost workspace, co-working possibilities, exhibition special interest site with woodlands, heathland and spaces – all at a fraction of the cost of similar spaces ponds to enjoy. in London, yet accessible for artists who want to build their profile in the capital. A centre of excellence for sport

The spaces we design will reflect the city’s strong Stoke-on-Trent offers a range of high quality sport artistic and cultural themes, reinforcing Stoke- and recreation opportunities. In 2016 this was on-Trent’s reputation as a nationally significant recognised through the city’s designation as the UK’s creative hub. European City of Sport 2016.

Work by the council and its and partners to celebrate this has led to the development of an extensive programme of events, activities and new opportunities which will be delivered over the next three years.

These developments support and build on existing infrastructure through both sports facilities and opportunities to train and compete which means that the city is able to offer the support needed for those with a talent and ambition required to join its long tradition of producing high calibre athletes. Equally for those who only want to participate for their own enjoyment and health, a diverse and exciting offer is available.

Affordable Stoke-on-Trent: some of the most affordable housing in the country

In most places, getting a foot on the property ladder has become a pipe dream for many young and not-so- young people as house prices have risen faster than incomes. Stoke-on-Trent is different. The relative low price of the housing here is in stark contrast to many of the surrounding areas making it more affordable relative to those locations and, as the economy strengthens and incomes rise, affordability will improve further. We are committed to helping young people buy a good quality home without having to draw on the bank of Mum and Dad, which means there are great opportunities for those who don’t see themselves as ‘Generation Rent’.

7. The City’s plans for improving key services

As well as making the most of our assets, we are also intending to improve services and infrastructure within the city:

Health - Progress is being made with regard to the health of the local population, for example fewer young people are taking up smoking than in the past and the percentage of adults who smoke has also fallen.

How healthy people are depends not only on their diet and physical activity, but to a significant extent on the environment in which they live. The council understands that the quality of housing in the city affects the health and wellbeing of its residents, with illness caused by living in cold, damp and dangerous homes costing the NHS at least £2.5bn a year.

To enable and empower residents to live healthy and fulfilling lives the city council is working in partnership with stakeholders and organisations to create a local healthy environment by: • Continuing to prioritise work on healthy urban planning, including housing developments • Implementing a ‘wayfinding’ information system to encourage residents and visitors to choose active methods of transport when travelling around the city, including walking and cycling

Education - Currently in the city 82% of all schools are judged to be good or better by OfSTED. Education outcomes for children and young people are improving. At each key stage pupils attained close to the national average in 2015, and are making good progress overall in reading, writing and maths.

This improvement is particularly marked by the end of primary school. Our secondary education outcomes have remained static and attainment gaps between vulnerable groups of pupils and their peers are showing signs of narrowing.

We intend to focus our next phase of improvement on secondary education through the following key developments that are taking place in the city: • Undertake an annual external review of each school • Develop a Mathematics Excellence Partnership • Establish literacy programmes for pupils locally and a local literacy hub, in partnership with the National Literacy Trust • Deliver self-esteem and spoken literacy programmes in Y5, Y6 and Y7 classes across the city, in partnership with the English Speaking Board • Implementation of a school readiness programme of activities across the city in Early Years • Continuation of the Stoke Reads and Stoke Speaks Out programmes • Develop networks of schools with the capacity to support and challenge schools’ improvement, in partnership with the University of Worcester

8. Transport - Improved connectivity will be crucial to deliver the Northern Gateway Development Zone (NGDZ) vision of 100,000 new homes and 120,000 new jobs over the next 20 years. The NGDZ spans Cheshire and the north of Staffordshire, including the City of Stoke-on-Trent, Crewe and the A500 corridor, and aims to capitalise on the UK Government’s investment in HS2, the new high-speed rail link connecting the cities of London, Birmingham, Manchester and Leeds.

The city council is working through the Midlands Connect Partnership, the Department for Transport and HS2 Ltd, Network Rail and Highways England, and with partners in the Northern Gateway Development Zone, to deliver significant improvements to the national transport infrastructure.

Highlights are: • Completing the upgrades of the M6 west of the city • The first SMART trunk roads in the UK piloted in Stoke-on-Trent • Improve the A50 from the city to the East Midlands • Fully integrated connectivity to HS2 • East/West rail connectivity massively upgraded with direct trains connecting the city to Liverpool, Chester, Shrewsbury, North Wales and Nottingham • New and improved local stations • Direct rail connectivity to Manchester and Birmingham airports

The city’s own network of road, rail, bus, cycle routes and footpaths is vital in transforming the city. It connects together the city’s special mix of creative towns and people. It connects people to jobs and vibrant enterprises to customers and people to the city’s fantastic countryside and green spaces. It’s the route to access our rich architectural heritage, the libraries and community centres, arts and culture, and sports facilities.

Local improvements will include: • Delivering the Etruria Valley link road opening up new development land and providing an additional direct connection into the city-centre from the strategic A500 and M6 network • Completion of the city-centre ring road with junction improvements and capacity upgrades to key connecting corridors • Millions of pounds of public and private sector investment pumped into improvements in Stoke Town, Stoke station and the University Quarter • Major improvements on junctions and capacity along key corridors • Improvements on the A53 Leek Road corridor east into the city • Improvements from City Centre north to and Tunstall • A quality bus partnership for North Staffordshire with more investment and more powers for local people • Improved air quality • Encourage more people to use the city’s 200km cycle network, green corridors and footpaths • Create a network of electric car charging points • £20.4m invested in improving the condition of the city’s existing roads over the next five years (potholes, resurfacing etc.)

9. A HOME FOR EVERY STAGE OF LIFE

Our objective: To make new housing development viable so that a range of new homes are built that are attractive and affordable to people whatever stage of life they are at

Stoke-on-Trent’s population is growing steadily and is predicted to grow over the next 20-25 years, meaning more new households who will need accommodation. Key findings from the available evidence, including the Strategic Housing Market Assessment (SHMA), shows that across the city:

• Recent growth has been mainly due to births, international migration, students coming to study and people living longer. Expansion of the universities and NHS teaching hospital will drive further increases in the number of students and the older population is also expected to grow significantly.

• Additional student accommodation is needed as well as the right type of housing for graduates that leave university but who want to stay in the city.

• Young economically active people can’t always get access to a mortgage to buy their first home due to complexities around lending criteria and affordability. Some choose to rent privately in the long-term while others are saving for a deposit and hoping that they will at some point be able to buy their own home.

• Whilst we are developing more aspirational homes there are still too few. This MOVING HOUSE causes some economically active people who can afford such homes to move out of the city.

• The new Local Housing Company aims to provide a range of high quality private rented housing. They will meet the needs of a significant number of people who work in the city and stay in hotels during the week, returning home for weekends.

10. The evidence also shows that Stoke-on-Trent has This strategy aims to promote the case for housing relatively high numbers of some types of dwelling and investment to create a balanced housing market, low numbers of others. Compared to neighbouring while at the same time providing sufficient new areas and the national average, it has: homes of all sizes across the city, in line with the • More semi-detached homes and pre-1919 recommendations in the SHMA. terraces, and fewer larger detached homes and flats Stoke-on-Trent’s private rented sector has grown • More than average numbers of two and three in size over the past 15 years. We want to increase bedroom dwellings, and fewer than average four the stakes so that we create a sector where both the and five bedroom dwellings homes and the residential environments support our • Significantly more social rented homes (also more vision for a thriving city. We will do this by: than the regional average) • Increasing the quantity of new good quality homes • Insufficient good quality private renting options available to rent privately, by building through our for temporary and permanent renters local housing company • Below average but improving conditions in • Supporting private landlords through advice, private housing guidance and, if necessary, enforcement to • 81% of all dwellings are valued within council tax achieve good standards of property management bands A and B (the lowest bands) compared to and maintenance 44% of dwellings nationally While there is a significant proportion of affordable What this imbalance means is that as households (social rented) homes already, they are not always of evolve, from a single person to a couple, a young then a type or quality to meet modern expectations. New growing family, ‘empty nesters’ and mature single social homes will not only replace those that are sold, people, they can’t always find the sort of home they but also improve the balance and quality in particular want in the area they want it. locations. In doing so, we aim to be more flexible so that the supply can adapt as the housing market and Over the next few years, we want the balance of demand for homes changes. For example, we could housing in the city to change, so that there are provide time-limited affordable housing that could be enough homes of different types, sizes and quality sold on the open market after, say, five or ten years, for people at all stages in their lives to aspire to. if the housing market dynamics support this course We consider it to be critical to Stoke-on-Trent’s of action. economic future to increase the number of larger homes in attractive environments so that people are not compelled to look outside the city for more varied housing options.

11. We have identified five stages of life, each of which brings with it different needs and aspirations for housing:

Students studying at university People establishing their home in Stoke-on-Trent

Staffordshire University’s We want people to be able campus and teaching facilities to find a home of choice to in Stafford closed in 2016 settle down in Stoke-on-Trent. and relocated to Stoke-on- The range of homes needs Trent. This has increased the to include both purchase and requirement for more student rental options and provide accommodation. It will also attractive and affordable increase the number of new choices for the full range graduates emerging with qualifications who could be of households, including those with high earning persuaded to stay on and eventually settle in the city. potential, young families and individuals – people who In line with this increase, there has been a recent rise may be single throughout their adult life or at times in the number of student accommodation approvals. during their lives. It will also look at the demand and In addition to this, we: future demand for financial and equity products to • Will seek to work with the university on projections help people buy their home – such as Rent to Buy for the student population and what this means for and homesteading options, where low cost finance is accommodation requirements provided to support refurbishment of poor condition • Draw up a plan to support the development of new homes. The recommendations will be clearly linked good quality student accommodation in line with to regional and national policies, Stoke-on-Trent’s the projections identified anticipated future and local aspirations. • Work with the university to offer quality accommodation for students choosing to rent We are looking: privately • To encourage the development of new, high quality homes for sale on the open market, with various assisted purchasing schemes supporting the process Young people • To provide affordable properties to meet current demand across all tenures • At the potential for a second phase of the Empty We want all young people to Homes Acquisition and Disposals programme have routes to independence • To upgrade the quality of private rented housing and to choose to stay living available in the city, to increase the range available in Stoke-on-Trent, including and promote a private rented sector that is in those going through the a good and safe standard of repair, so that it apprenticeship route to learn becomes a tenure of choice for those who want to a trade or profession within rent – by (1) working with private landlords and (2) a company, new graduates building private rented homes directly through a emerging from the university and those leaving the local housing company care system. We will: • To bring forward sites that deliver starter • Undertake an accommodation supply and demand homes (through the Starter Homes Initiative) mapping exercise for 16 – 30 year olds in Stoke- as appropriate to demand, in partnership with on-Trent. The exercise will identify strengths and the HCA weaknesses in the current provision of housing • To offer self-build options for those who want to and accommodation for young people in the city, participate in building their own home and provide recommendations in relation to future • To support communities where appropriate in requirements for housing and accommodation exploring different models of community housing • Continue to deliver improvements in services and accommodation for young people leaving care and other vulnerable young people who require supported accommodation in the city

12. Maturing families Older people

We want maturing families The size of the population to be able to find a place they over the age of 65 is set to want to live in Stoke-on-Trent grow markedly in Stoke-on- as their families grow in size Trent – particularly those in and age. This includes high the 79+ age range requiring and middle earners who have higher levels of support. traditionally moved out of the We know we need to plan city to find suitable homes ahead for this and that our elsewhere, and who have not typically been attracted plan needs to enable older people to have access to to move to Stoke-on-Trent. We are looking: suitable housing choices to maintain a meaningful • To encourage the development of new three and connection with communities throughout. To assist four bed homes in attractive locations in Stoke-on- with this, the council is reviewing and remodelling its Trent, with adequate parking facilities and not too sheltered housing properties. far from good schools and bus routes • The Older People’s Housing Strategy 2015 – 2020 • To offer and promote more custom-build options provides information relating to demographic for those who want to take charge of developing a forecasts and epidemiological factors within the home in a location they want to live in older population that will affect future demand for age friendly housing which includes, supported housing schemes, bungalows, specially adapted homes, homes built to lifetime homes standard as well as support services which enable older people to stay healthier and independent for longer. This strategy sets out in some detail the council’s plan and rationale for supporting independence, interdependence and choice for Stoke-on-Trent’s older people • It contains four priorities that the council will work to deliver, with partners. We are looking to • Deliver a choice of new, appropriate, high quality, affordable housing options enabling older people to live as independently as possible, including by drawing on HCA grant to support delivery of specialist accommodation • Improve existing accommodation choices and neighbourhoods, providing age friendly communities where older people feel in control, safe and secure • Provide appropriate seamless support services to enable people to remain in their own homes for as long as possible and to assist people to move home where this is appropriate • Improve the advice and information available about the housing and support options for older people and ensure that there is clear and trusted advice about how to access it

13. A FOCUS ON PEOPLE

Our objective: To enable people to live well in their homes and make good housing choices throughout their lives

The home environment is a very important factor Pre-tenancy Work in making us happy, healthy and productive. For some people, having a home they like that meets All new council tenants are offered pre-tenancy their and their family’s needs and aspirations is a support and advice prior to becoming council tenants. great motivator in life; a reason for developing skills, A new tenant visit will be carried out within the first developing a career and getting on in life. Many few weeks of the tenancy in order to increase the people are in need of occasional support and advice likelihood that the tenancy will be successful. to help them to find and settle in a suitable home as their life-circumstances change. And for some other Housing and support for people with disabilities people, living independently successfully requires regular support, and this can take a number of forms. People with disabilities have a higher probability Some respond well to intensive support that helps of developing health problems than the rest of the them in a timely way to avert a crisis, stabilise their population. Some of the key determinants of health situation and enable them to make their way in their inequalities for people with a disability are risk of lives. exposure to poverty, poor housing, unemployment and social isolation. This section summarises a range of existing council strategies and plans that are focused on supporting Accommodation for people with disabilities can be various groups of vulnerable people. It therefore divided into settled accommodation, where the person provides a narrative of how the council, working can reasonably expect to stay as long as they want with local partners, is acting to ensure people can and unsettled accommodation such as residential meet their needs relating to housing and support. care homes, where residents do not have security of It also sets out how the council is intending to tenure. Housing related support is available to people respond to recent new legislation and government with disabilities, regardless of tenure type to help announcements. them achieve and maintain their independence.

Cooperative Working … helping people to live their Our next step is to make sure accommodation lives well considers a range of disability needs such as physical disability, learning disability and mental health needs. Central to the housing offer is the establishment of cooperative working across the city. The aim of cooperative working is to bring together and better co-ordinate public and partner services. Cooperative working delivers an effective local offer of support as well as being the gateway to more intensive interventions for both adults and families. The integrated offer of support links across all age ranges and builds upon the work delivered by Housing Services and other public sector partners. The model focuses around having key workers who will liaise closely with individuals and households and co- ordinate a number of different services and partners. The approach is about intervening earlier and making sure we look at people’s problems in the wider context of their life, getting the right sort of support at the right time.

14. Housing and support for homeless people Housing and support for children leaving care

A recent homelessness review undertaken by the Over the last five years the council has made huge council suggests that official declines in statutory strides forward in its support for children leaving homelessness statistics may be offset by increases care and has become well-regarded by other councils in other forms of homelessness. The true extent in its approach. Housing officers now work within of homelessness in Stoke-on-Trent is likely to the council’s leaving care teams making sure that include a substantial number of people in the city all 16-18 year olds receive active and personalised who have no secure housing available to them and support to meet their accommodation needs who stay with their family or friends or in other alongside developing life skills and making the most insecure accommodation on a short-term basis. of education and employment opportunities. There is particular concern that young people form a large part of this group, being most at risk of Our next step in supporting young people leaving care hardship and becoming homeless in light of welfare and other vulnerable young people is to make sure benefit changes. There is evidence to suggest that the right accommodation is available. We will: many people who become entrenched in a cycle of • Identify and dedicate suitable accommodation homelessness and destitution, offending, mental ill- specifically for occupation by these young people health and substance misuse commonly begin their • Develop opportunities for funding accommodation journey before their 16th birthday. by utilising pooled budgets across the council and considering the use of innovative approaches The council supports a range of housing related such as Social Impact Bonds and the use of support and homeless prevention services which personal budgets work with vulnerable people, helping them to gain • Develop services and an approach to pathway control over the circumstances of their lives and planning for young people leaving care that will gain access to health, financial and other services help them to make the right accommodation as well as suitable temporary and then settled choices and to sustain their accommodation. accommodation. This helps them to become less This will include the continued use of a council vulnerable, more independent and less at risk of ‘training flat’ where young 17 year old care crises that could result in them becoming long-term leavers can stay for a few weeks at a time to try homeless. out independent living in a supported and safe environment, before leaving care The council is currently preparing a homelessness strategy that has a strong preventative theme and that aims to make sure people have access to suitable, affordable accommodation with appropriate support. In addition to addressing the issues of those with multiple disadvantage, the council aims to work with partners to ensure that: • People and communities are prepared for changes to welfare benefits • Health, housing and criminal justice services each contribute to the prevention of homelessness. • Appropriate services are in place to support young people • Effective support through homelessness is available and accessible to everybody. • Health, housing and social care services are available and accessible to everybody. • Advice and support agencies in the city operate flexibly

The council is committed to implement the required measures to achieve the ‘Gold Standard’ of service provision for people facing homelessness in the city.

15. Making homes warm, keeping bills low

In the period 2012-15, council action on ‘affordable warmth’ led to 7,200 measures – insulation, heating systems etc. – being installed in 4,100 homes. Our plans to continue this work are set out in a new Fuel Poverty Strategy for 2016-20 which intends to reduce the rate and risk of fuel poverty. The aims are to improve people’s thermal comfort and reduce cold- related illness and excess winter deaths.

The objectives of the Fuel Poverty Strategy are to: • Help and persuade people to use less energy, reducing the amount they spend on energy, by adopting a few simple measures Supporting older people • Improve the fabric of dwellings to increase the internal temperature There continues to be a strong preference for older • Help people to work out how to best maximise people in the city to remain independent in their own their household income and reduce costs. home for longer, for homes that are flexible enough • Increase the amount and proportion of energy to take account of changing needs as people age, for generated from renewable and low carbon more choice in relation to supported housing options, sources for a wider range of support services and improved • Make available additional services and funding housing information and advice services enabling throughout the winter to reduce excess deaths older people to make an informed choice about their and morbidity due to cold homes housing options.

We will work with energy suppliers and others both to Current support services for older people in the city fund and to carry out the necessary activity to achieve include: these aims by 2020. • Housing related floating support for people over the age of 55. • Housing related support in retirement villages with care services (Extra Care) - In both of the above services support is tailored to meet individual needs and can include help to set up and maintain a home, ensuring access to benefits and budgeting advice, support to access health services, support to access activities to reduce isolation/loneliness and support to ensure that the home is safe and secure • Home Improvement Agency (HIA) - The HIA provides a range of services including a handyperson service, repairs and maintenance advice, target hardening for victims of crime, a navigator service to reduce social isolation and hospital discharge support • Community alarms/ assistive technology • Rough Sleepers Outreach support - the service provides help and support to people who are sleeping rough within the boundaries of Stoke- on-Trent and Newcastle-under-Lyme, with the ultimate aim of helping them to move off the streets with a view to finding and securing more permanent accommodation. There are low levels of numbers of older people rough sleeping (less than ten on an annual basis) but the service provides an important role to ensure that no- one spends a second night out on the streets in the city 16. Our objective: To respond well to government requirements and make the most of government initiatives that relate to housing

The Housing and Planning Act 2016 and Housing benefit accommodation size limits: the level Welfare Reform of housing benefit that a single person under the age The government is in the process of introducing of 35 living in private housing can claim is limited to several new housing and welfare policies that will the local housing allowance for a room in a shared require the council to make some changes to the way house. Any households living in any tenure may not it manages the homes it owns. These include: be eligible for full benefit to cover the whole rent if they have more bedrooms than they require. Housing and Planning Act 2016 Letting the large majority of council homes on fixed Our response to these changes is to: term tenancies of between two and ten years (rather • Undertake pre and post tenancy work with all than secure ‘lifetime’ tenancies). new council tenants. This includes assessment of eligibility and relative need for a council home Future successions to secure tenancies, other than • Provide support to tenants to help them to sustain when a spouse or civil partner is succeeding, will their tenancies through income advice and usually result in the granting of a fixed term (rather assisting people through the welfare reforms. than a secure) tenancy. • Make sure all houses in multiple occupation are properly regulated in line with legislation and Forced sales of higher value council homes whereby government guidelines the council will be required by government to sell • Undertake periodic reviews of fixed term ‘higher value’ (as yet to be defined) homes as they tenancies, at which we will provide information become vacant and to pay an amount (estimated to be and advice about housing options and help the money the council would expect to raise through tenants to plan ahead for the end of their sales) to the Treasury. The intention is to use the tenancy term receipts from these sales to fund the extension of the • Make sure that new social housing that is built right to buy to housing association tenants. responds to current need and demand. • Support those affected by increasing rents to Welfare reforms access a range of suitable housing options

The introduction of Universal Credit and Benefit Cap, a single monthly payment to people who receive a range of benefits (instead of several individual payments). This will require people to have a bank account and to be able to manage their money on a month-to-month basis. The benefit cap was introduced in April 2013 and limits the total benefit levels that a household can receive at £500/week for a couple and single parent households and £350/week for single adult households.

Spare Room Subsidy which, since April 2013 has limited the level of housing benefit available to council or housing association tenants who have one or more ‘spare’ bedrooms and are therefore deemed to be under occupying.

17. A FOCUS ON HOMES

Our objectives: To make new housing development viable so that a range of new homes are built that are attractive and affordable to people whatever stage of life they are at

To respond well to government requirements and make the most of government initiatives that relate to housing

We are the first council to be awarded National We are taking direct action, through a combination Housing Business Ready status by the Housing and of measures and in partnership with the Homes and Finance Institute. By being approved as Housing Communities Agency, to make sure developers get a Business Ready the city has proven that it performs viable return on their investment in Stoke-on-Trent. strongly against key performance measures, has We have listened to housing developers and we are strong political leadership, has an appetite to do now keen to forge relationships with developers, business and has strong commitment to housing including small and medium-sized enterprises (SME growth. developers), who are committed to Stoke-on-Trent’s long-term future.

We want to have a good dialogue with developers so Stoke-on-Trent is going from strength that we can support viability in the most appropriate to strength in housing. way on a site-by-site basis, and so that they agree to employ local people, create apprenticeships and draw There is so much that Stoke has to on local supply chains. offer. Stoke-on-Trent has made great progress and implemented big changes. The council is releasing its surplus land to With a strong platform for growth, it facilitate and accelerate the delivery of housing now needs to shout about its successes and development. In addition, the council is and what it will be doing next. actively investing in land assembly and improved infrastructure provision to support and facilitate Natalie Elphicke OBE delivery. Chief Executive, The Housing & Finance Institute The range of actions we are taking to improve development viability include:

Making new development viable and attractive Land price: We want to make sure that the places where we want We know that the level of new house-building in the development to happen are also viable and attractive city has been at a low ebb since around 2001 but from a development point of view. We will: that has now changed. In 2014/15, the number of • Package strategic sites – linking good quality homes built was 65% higher than the average for the viable sites with more challenging ones – to bring previous six years and there are other signs too that sites forward through a single developer. the market conditions have been improving. • Maximise government funding to support site assembly In order to stimulate continued improvement and • Invest in site remediation, where appropriate, in encourage development we are taking both a positive partnership with Stoke-on-Trent and Staffordshire and proactive approach to planning applications and working with developers - to make sure that Local Enterprise Partnership (SSLEP) developers understand and are working with planning • Proactively work with developers through the teams to ensure the right sort of development is in pre-application service to speed up the planning the right location - and a flexible approach taken application process for complex cases and provide to individual sites, anticipating the changes in the developers with a greater level of certainty Housing and Planning Act. following the submission of a planning application

18. Developer cash-flow: Renewing and improving housing markets: We want to make sure that developers feel free to In some localities, direct action is required to upgrade develop rapidly, unconstrained by concerns around the quality of existing homes, environments and sales. We will: management practices. We will: • Defer payment on sale of council land for housing • Target some council-owned and managed until completion of schemes / sale of homes localities with programmes for improving both the • Facilitate dialogue between private developers dwellings and the residential environments and registered providers to enable the provision of • Direct the large majority of new housing and other affordable housing development to brownfield sites • Utilise available funding to support infrastructure • Consider applying our Empty Homes Acquisitions and build costs to bring sites forward and Disposals programme on selected empty • Continue to make low cost developer finance homes, to bring new investment and energy into available for particular schemes, through the some localities HCA’s loan funding programmes, to reduce the • Consider selective demolition and rebuilding equity required to develop out those schemes where this is considered the most appropriate solution to improving the locality and housing Increasing certainty: market We appreciate that uncertainty can make things • Expand our action to improve private housing, difficult for developers, so we will increase certainty especially empty homes and the private rented through a range of options. We will: sector • Consider deals for buying homes developers build in more marginal areas We have established our own housing company, • Consider forming joint ventures with individual Fortior Homes, enabling the council to take a direct developers to share risk and future profit and flexible role in house building (including in • Support partnerships between private developers partnership with private developers and housing and registered providers through which any associations). We plan to build high quality private required affordable housing can be delivered rented accommodation in particular locations through • Consider borrowing money from the Public the company as well as other types of housing to fill Works Loans Board (PWLB) to invest in housing gaps in the market and improve developer confidence. development • Support take up of the government’s home ownership schemes including Starter Homes Initiative and Help to Buy • Consider other ways the council might help people to access mortgage finance to enable them to purchase a home, especially where this can be combined with refurbishment of an existing essentially sound but poor condition dwelling

19. Our objective: To improve the condition and liveability of existing homes and rental management practices in Stoke-on-Trent

Private Sector Homes In some localities, the consequent management neglect, disrepair and sometimes dilapidation causes There are over 85,000 private homes in Stoke- problems for the local community. on-Trent, making up three quarters of the total residences in the city. While the quality of both rented The empty homes team have brought 958 long term and owner occupied homes is improving, standards empty homes back into use. It is estimated that remain below the national average. What this means this has delivered circa £15million of revenue into is that there are insufficient good quality options to the economy of Stoke-on-Trent; this is generated attract people looking to rent or buy in order to settle via rental income, council tax revenue, local land in Stoke-on-Trent. charges, debt and repairs that have been privately financed. The private rented sector, which has grown significantly over the last 15 years, presents Central Government policy is likely to impact the particular challenges. The sector is in relatively private housing sector, particularly buy-to-let poor condition and, while some private landlords are landlords. As of April 2017, the amount of Income professional, others need advice and support in order Tax relief that private landlords can get on residential to do a good job. Too many landlords are absent or property finance costs will be restricted to the basic careless and there are still too many long-term empty rate of tax. The finance costs that will be restricted private dwellings (in September 2016, 1,693 had been include interest on mortgages, loans (including loans empty for more than six months). Vulnerable people to buy furnishings) and overdrafts. Changes to stamp rely to a greater extent on the private rented sector duty are also likely to have an adverse impact on for accommodation, and shared living arrangements private landlords and as of April 2016 homeowners and houses in multiple occupation are becoming with more than one property have to pay an additional more common. 3% in stamp duty when buying additional homes.

20. Private rented housing Empty homes

Stoke-on-Trent City Council aims to support private Stoke-on-Trent City Council is working to deliver its landlords to operate to a high standard. We have had Empty Homes Strategy 2014-2019 in order to bring a Landlord Accreditation scheme for over ten years more empty private sector homes back into use. and this provides a means for dialogue between the We take actions on a case-by-case basis and the council and the city’s engaged and conscientious measures we bring to bear on owners include: landlords. • Measures to encourage and persuade owners to We license houses in multiple occupation in line bring their properties up to a decent standard and with government requirements, and we also license let them to tenants: private landlords in a few localities – namely Hanley, • Offering no discount on Council Tax, so owners Fenton and Tunstall – through a Selective Licensing of empty homes pay the full amount scheme, which helps to drive management and • Tracing owners using Council Tax data and a dwelling conditions up. specialist agency • Engaging owners, and aiming to initiate action We have a bond scheme that enables eligible new by providing information, advice and guidance tenants to settle the up-front costs of taking up a • Providing low-cost loans (of up to £20,000) to private tenancy – including the deposit and advance pay for works to properties on condition that payment of the first month’s rent – and repaying this they are let to tenants at an affordable rent for sum over a longer period. This helps to smooth the five years following completion of the works way for landlords to take tenants on low incomes or • Encouraging use of managing agents to let the who are dependent on benefits. dwelling – including some registered providers • Encourage new landlords to join the Landlord The council’s Safe and Sound Homes (SASH) Accreditation Scheme programme undertakes home visits in the selective • Offer a small match funded grant to licencing areas to all households who may be isolated accredited landlords to bring their empty and detached from services they could benefit from. homes back into use • Offer a free repair advice line to empty home Our Tenancy Relations Officer mediates between owners to support empty home owners to bring private sector landlords and tenants where problems the property up to a good quality standard. occur for vulnerable people living in the private rented sector, and provide advocacy with landlords where • Measures to compel owners to take action when appropriate. their empty home is having a detrimental impact on the environment and negative effect on the We are stepping up our efforts to improve the way the community living in the vicinity. If the owner private rented sector operates by: does not respond to softer mechanisms, and • Undertaking a feasibility study into a private particularly if there is a debt outstanding on landlords managing agent scheme, where the property, we will draw on the range of legal management practices are not up to the required powers available to us in accordance with the city standard council’s Enforcement Policy. These include: • Increase our capacity to drive a more proactive • compulsory purchase orders to force change approach to enforcement against poor landlords of ownership – including considering how best to employ new • enforced sale for works done in default legal powers in the Housing and Planning Act • enforced sale to recover council debt 2016 to tackle poor landlords who we know have • legal notices to the owner to make the committed particular housing offences property safe or to improve the external • Considering direct building of high quality appearance of the property or to order repairs new homes for private rent through our local • legal powers under the Housing Act 2004, housing company following a Housing Health and Safety Rating System (HHSRS) assessment • other legal powers to compel owners to take appropriate action

21. There are however, ten blocks of nine storeys of the same archetype that now require investment in the region of £1.5m per block.

In respect of medium rise accommodation, Matthews Walk is being refurbished and 31 blocks of six flats have been refurbished, including new landscaping and parking.

Currently there are 212 units of sheltered accommodation across seven schemes. Whilst one of these is undergoing refurbishment, a further two schemes have undergone option appraisals and the remaining four schemes await them. To complement the existing accommodation, there are three new Extra Care schemes under development through a Private Finance Initiative (PFI).

Overall we have decent homes and a sound housing Council-owned and managed homes revenue account business plan, but with some difficult assets. Through a programme of surveys and The council has retained housing assets dispersed option appraisals, the council are reviewing these and across the six towns. As of 31 March 2016 there were have initiated pilot schemes and projects to address 18,541 homes for rent and 363 leaseholders. The them. These include: majority of these are in good condition and there • High rise property surveys and costed work plans remains demand for low cost social housing. • Commercial property surveys and investment plans The houses are predominantly two-bed and three- • Sheltered housing option appraisals bed properties (98.6%), the majority of bungalows are • Structural and viability reviews of maisonettes one-bed (92.5%) and the apartments are substantially • Pilot projects on estate environmental one-bed (28.8%) and two-bed (67.1%). There are improvements small numbers of bedsit apartments and non-self- • Pilot programmes for the replacement of UPVC contained one-bed properties. cladding on bungalows, tile and timber cladding to properties generally and cross-wall cladding with new insulated cladding Stock profile

The stock as a whole has benefited from significant decent homes investment and our houses in particular, which account for approximately two thirds of properties, are generally regarded as being in a satisfactory condition. A pilot scheme has been undertaken to provide insulated cladding.

The stock includes over 3,500 bungalows and significant numbers of these have issues which include poor layout and space, poor access (up or down external stairs) and poor geographical location in relation to local amenities. A further pilot scheme to provide insulated cladding to bungalows at Fegg Hayes estate has been undertaken, which over time will be extended to all bungalows with UPVC cladding. In respect of high rise accommodation (8 – 12 storeys), of 16 blocks three are in satisfactory condition and a further three are undergoing refurbishment in 2016/17.

22. OUR HOUSING GROWTH AMBITIONS

Stoke-on-Trent is in the midst of resurgence - the fourth fastest growing economy of any local authority in England, backed up by an investment programme that is rapidly changing the face of the city.

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It’s a great start, but we need to do more. Improving This ambition has been crystallised in our stated the economic well-being of the 13th largest city aim to become a Core City, an ambition secured conurbation in the UK to increase the wealth needed as the primary target in the Stoke-on-Trent and to attract new businesses and residents, and to fund Staffordshire Local Enterprise Partnership’s support for our most vulnerable citizens, represents Strategic Economic Plan. The city is at the heart of arguably the city’s greatest challenge. The Northern Gateway – the new economic driver for Staffordshire and Cheshire - with Stoke-on- We need to expand our economy still further Trent currently benefiting from rapid connectivity to and continue the revitalisation of the city. These London, Birmingham and Manchester. This will be objectives form a crucial element of the council’s further enhanced by HS2 connectivity. corporate strategy, “Stronger Together,” a strategy designed to lead the city on a journey to the Government’s recognition of our ambition is economic independence needed to best serve all its evidenced by its recent decisions to give ministerial- stakeholders. level backing to The Northern Gateway’s ambitious Growth Strategy and its designation of the Ceramic We have identified a range of strategic objectives to Valley Enterprise Zone. The city has also been deliver against Stronger Together, a cornerstone of granted Housing Zone status, has been assessed by which is to significantly strengthen economic and the Housing and Finance Institute (HFI) and has been housing growth in the city and connect local people approved as Housing Business Ready. to that growth. In doing so it aims to grow the city at a pace and scale which it has not historically been able The city has proven that it performs strongly against to achieve. key performance measures, has a strong political and officer team, has shown commitment to the housing agenda and has an appetite to do business. 23. Housing growth is at the heart of the city’s journey This includes using the developing transport to economic independence. A larger, stronger connections which will make the city a good population allied to the potential to secure place from which to commute to Birmingham and permanent jobs directly from new housebuilding is Manchester – creating housing demand by attracting key to transforming the city. the spending power of the larger cities and retaining and attracting talented and qualified people. Housebuilding rates are beginning to improve after Housebuilding at scale, targeting these groups of a long period of suppression, reflecting national and people, will generate significant employment growth local economic conditions - the city has shown it can driven by that spend. deliver growth and secure the investment needed to catalyse and maintain that growth. Doing what we The city will also make its distinct identity an asset have always done, only better, will not be sufficient - those characteristics of the city that may have to drive housing growth rates to a level that will shift slowed its growth in the past will now be used to the city to a position where economic independence its advantage to develop a highly distinctive and is a viable target. competitive offer to new residents and a new demographic attracted to a city where it is still To secure the levels of housing growth required, the possible to be ‘in at the start’. We will market the city is thinking about growth differently. It is working city to new customer demographics seeking an to develop as an alternative hub for activity and alternative offer than that offered by neighbouring growth to Manchester and Birmingham, whilst also towns and cities - we will actively target those who better connecting with those two cities to benefit seek an ‘urban’, city-based offer, the artisans and from their economic influence. It is focusing on artists, the city-centre dwellers and the young market-making – creating the conditions that attract entrepreneurs. Similarly we will harness our green new consumers, identifying development locations energy offer to both improve the sustainability of where there is real demand and where development our housing stock and to drive demand from those is viable and deliverable, including identifying higher demographics particularly attracted to that offer. value locations in the city and using strategically targeted public investment (including acting as Those seeking an aspirational, low cost, sustainable, a developer in its own right in particular target competitively connected city-base or a unique locations) as a catalyst to which developers and housing offer focusing on quality design, custom investors will respond. build or artfully converted space in world-class heritage buildings will find it here in Stoke-on-Trent. This requires an approach that will both embrace We are developing this offer across our city, with an the ‘brownfield first’ agenda and challenge it, where initial focus on town centres and the city centre, with necessary, in order to develop a balanced portfolio the University Quarter connecting the town centre of development areas and sites at a scale capable to Stoke-on-Trent railway station and Spode being of delivering against the city’s growth agenda. This particularly well-placed to drive this ambition. approach is rooted in securing jobs growth that can be driven by high quality, high demand housing built to the right standards in attractive, sustainable locations. The NGDZ Growth Strategy is rooted in the same pioneering principles of radical new approaches to securing growth at levels not seen before.

24. The council is already moving forward to deliver The Government’s Starter Homes initiative provides ambitious housing growth. The council secured a perfect fit for the city. A successful programme Housing Zone status as one of only 20 pioneer will accelerate delivery of housing growth in the city, authorities outside of London. This enables the attract equity investment and enable positive publicity council to work proactively with developers and on to raise the profile of the city. We have, therefore, its own initiatives to reduce the risks associated with prepared a strong bid to the government’s ‘Starter building and therefore drive activity and focus on Homes - Unlocking the Land’ fund opportunity. This construction outcomes. has the potential to deliver approximately 880 homes across ten sites in the city. The programme is already having an impact with developers on site, with a pipeline of schemes to Custom build is integral to our housing growth deliver in the region of 1,200 new homes on stalled agenda and the council has been awarded the status sites across the city centre core and its periphery. of a ‘Custom Build’ Vanguard local authority by Delivery of these highly visible sites will provide a Government. The city recognises that custom build step change in development activity whilst serving to can make a strong impact on economic growth by further enhance the local housing offer. attracting higher income earners and a significant contribution to the quality of new homes built. The council has established a wholly owned housing company, Fortior Homes, which will put us in a Having successfully delivered the first custom build position to influence both the quantum and quality site in the city, the council is currently progressing of housing delivered in the city, to set a standard the next three sites to planning permission, before for place making and create an income generating marketing them in early 2017. This next phase will vehicle for the council. The council has already deliver circa 50 homes and is looking to deliver agreed to provide Fortior Homes with £55 million to a range of approaches to custom build including deliver new homes – either new build or by bringing shovel ready plots, straight forward site disposal homes back into use. and bespoke design homes delivered through a development partner. There are certain gaps in housing provision within the city and Fortior Homes will allow the council to The council’s highly acclaimed Empty Homes stimulate, partner and on occasion lead, the market Acquisition and Disposals programme provided an in those sectors. Using this company the council innovative solution for bringing homes back into use. will work closely with the Homes and Communities The cost-effective scheme has not only enabled hard- Agency, developers, financial institutions and housing working people on modest salaries to buy homes they providers to deliver housing growth across the city of would not otherwise be able to afford, it has helped to the right type, tenure and in the right location. regenerate a run-down part of the city, added a sense of community for residents and helped to tackle social issues. The council is working on a second phase of this innovative scheme.

25. The council is aiming to use a mix of funding In doing so it will help secure delivery of housing initiatives to regenerate the city. This will include development at a pace and scale in line with the utilising Public Works Loan Board borrowing, NGDZ target of 100,000 new homes by 2040, with institutional investors, developers, Homes and the presumption that a significant proportion will Communities Agency funding and hopefully be built in the city. By doing so it will make a major regeneration funding via the project driven by Lord contribution to: Heseltine. In addition, the council is utilising its asset • driving city revenues (including Council Tax and base and using land as part of the funding solution. New Homes Bonus) in line with the city’s stated To assist with this process, the council has formed aim of working towards economic independence a Strategic Asset Board to review its land assets • creating a distinctive identity for the city that can and determine the best use for each asset moving help drive demand, values and thus further high forward. quality, sustainable growth • the development of Stoke-on-Trent as a new The aim of the city’s Housing Strategy 2017 – 2022 Core City is therefore to drive the growth we have identified as being crucial to our future whilst enhancing Stoke-on-Trent’s housing offer so that a much wider demographic (including people at all stages of life) can find the distinctive, quality home that matches their aspirations.

26. 27.