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Andrew Bibby – Calder Valley

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Andrew Bibby – Calder Valley “We work with the people of the Calder valley to hold property and create sustainable and affordable homes in vibrant communities.” We did it and survived …(so far!) – our story Andrew Bibby, December 3 2020 The Calder Valley Upper Calder valley in West Yorkshire (joint initiative Todmorden, Hebden Bridge) Discussions 2013-4: Local housing to meet local needs. Focus on community-led affordable housing initiatives Who are We also hold land and buildings for the community we? Incorporated Nov 2014 as a Community Benefit Society Charitable status with HMRC (exempt charity) Registered Provider status awarded Summer 2018 Member controlled: 170 local people as members. Eleven trustees (no staff) Our first development • Six new independent living bungalows for older local people • Construction began March 2019, launch event Feb 2020 • £890K Funding package: Homes England, Quaker Housing Trust, Calderdale Council, community shares (c £100,000), loan from Unity Trust + local almshouse trust Community shares In 2015 CVCLT was gifted Fielden Hall community centre in Todmorden The Fielden Acre project What we are buying? • 3 bedroom house • 2 bedroom house • Meeting room • Store room • ~0.5 acre land Affordable Housing in Hebden Bridge • Rebuilding a former street of houses • Public consultations 2016-2018 • Planning application made 2018 • Application rejected at planning committee Feb 2019 • Currently undertaking further work on proposal Development of 20 + affordable homes for rent ‘A well considered and considerate scheme’ Raising housing as a public issue Five public meetings, 2018 • So what’s this about a housing crisis? • What can community-led housing achieve? • Sustainable and energy efficient new homes • Ethical investment in community-led housing • Putting the vision back into social and council housing And, yes, we’re an RP… The short version: • Investment Partner • Dec 2017 • Registered Provider • Pre-application approved Autumn 2017 • Full application submitted Jan 2018 • Request for further info from Regulator, Mar 2018 • Our response April 2018 • Further minor queries from Regulator May 2018 • Taken to panel and approved June 2018 Why did we do it… Ownership • Our community can fully own the homes we’ve worked hard to build (not a big housing association) Control • We could act as the development org, and get Homes England grants directly • Homes can be built to the standards we aspire to Ambition • We plan to be here for the long-term: we’re not just doing one small development Opportunity • We had access to a Big Potential grant: could pay for support from Locality and a local consultant • We had skills on our Board A little naivety • It seemed the next thing to do! • We didn’t necessarily understand at the same time the full implications of being regulated. (Still: no regrets!) What did it take? • 67 page application • Multiple iterations • 28 page business plan • A raft of policies to write and approve • Multiple attachments: = • Many hours of detailed work and a big learning curve Why the application process is necessary • It doesn’t help the community housing movement if CLH RPs flounder or go under • Social housing needs to be good housing • We found the Regulator very rigorous but fair, and certainly not an ‘enemy’ out to catch us out Basically, our experience suggests that it comes down to two things: demonstrating strong governance and demonstrating strong financial planning and control It doesn’t stop with registration… Basically, we are running a small, highly regulated housing organisation, on a voluntary basis (And for some of us it is close to a full time job!) It doesn’t stop with registration… RSH’s oversight is appropriate because: • We have received £240,000 of public money, hopefully with more to come • We have tenants who we need to service and support • We have rent to collect and manage So….we have to adhere to prescribed standards such as: • Rent formula and standards • Homes standards – decent homes • Neighbourhood and Community Standards • Governance & Financial Viability Standards • Value for Money Standards • Tenancy standards • Tenant involvement and communication standards • And…we will be audited so need quality record keeping and financial systems Becoming an RP vs partnering with an RP • You can build your organisation as you • Your partner will be experienced and can want deliver the homes • Can access Homes England grants directly • They already have all the regulatory • You control your build quality (though overheads you still have to persuade the builder…) • They can cash flow the development and • Homes developed will remain in your cover any unexpected costs or work legal ownership • Deliver the social benefit relatively quickly • You’re the landlord But…. • Extra credibility (eg with LA) • Difficult to impose build and design the standards you want But…. • Tenant management may not be as you’d • It comes with increased costs, wish governance and audit requirements • Only receive ground rent, don’t own the • Extra work buildings Should you do it? It depends on what future organisation you want Plus what resources you have. • There is a lot of support available right now • You control your designs and tenant relationships better • You will build your organisation and have assets you can leverage. • Gives credibility and creates opportunity But… • Don’t underestimate the work • Or the responsibility • And we’ve found developments slower and higher risk, mainly as we have no financial reserves www.caldervalleyclt.org.uk [email protected].
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