Development & Regeneration Strategy 2019
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Development & Regeneration Strategy 2019 - 2024 Status: Approved Classification: Public Version Number: 1.0 Owner: Development & Regeneration Director Approver: Trivallis Board Approval Date: 09/05/2019 Review Date: 12/05/2022 This document is available in Welsh and other formats upon request. Please contact the communications and media team - [email protected]. Any printed copies of this document are not controlled. Contents 1.0 Executive Summary............................................................................................................... 2 2.0 About Trivallis ........................................................................................................................ 2 2.1 Our homes .................................................................................................................... 2 2.2 Our Vision and Purpose ................................................................................................ 2 2.3 What does Trivallis mean by Development and Regeneration?.................................... 3 3.0 The Strategic Context ............................................................................................................ 4 3.1 The external environment ............................................................................................. 4 3.2 Understanding our customers ....................................................................................... 5 4.0 Our Goals and Objectives ..................................................................................................... 6 4.1 New Homes Target 2019 - 2024 ................................................................................... 6 4.2 To produce a coherent and coordinated approach to social/community regeneration .. 7 4.3 Sweating our Assets ..................................................................................................... 7 4.4 Expanding our Tenure Range ....................................................................................... 8 4.5 Penrhys ......................................................................................................................... 8 4.6 Trivallis and Cardiff Capital Region City Deal ............................................................... 8 5.0 Delivering the strategy ........................................................................................................... 9 5.1 Tenure Mix .................................................................................................................... 9 5.2 Design and Specification space standards, unit types ................................................ 10 5.3 Partnerships ................................................................................................................ 10 5.4 Price ............................................................................................................................ 10 5.5 Procurement ............................................................................................................... 10 5.6 Place ........................................................................................................................... 11 5.7 Alternative Growth Strategies ..................................................................................... 11 6.0 Evaluation ............................................................................................................................ 12 7.0 Funding and Financial Viability ............................................................................................ 12 8.0 Governance arrangements .................................................................................................. 12 9.0 Resources ........................................................................................................................... 12 10.0 Managing Risk ..................................................................................................................... 13 11.0 Monitoring ............................................................................................................................ 13 11.1 Related legislation and documents ............................................................................. 13 11.2 Customer involvement ................................................................................................ 13 1 1.0 Executive Summary Trivallis has an ambition to build high quality affordable homes across Rhondda Cynon Taff for those who cannot afford to rent or buy in the open market. In order to achieve our Vision of 'Prosperous People and Places' it is clear that we must invest not only in our existing homes, but also in new homes, to ensure that our communities remain desirable and sustainable places in which to live and work. Welsh Government has set Housing Associations a target to build 20,000 new affordable homes by 2021. This strategy sets out how Trivallis intends to play its part in this ambitious delivery plan. 2.0 About Trivallis 2.1 Our homes Trivallis, formerly known as RCT Homes, is a Community Mutual Housing Association, which was set up to take the housing stock of Rhondda Cynon Taff Council (RCTCBC) in 2007. Having brought all of our 10,000+ existing homes up to the Welsh Housing Quality Standard (WHQS) by 2013, we then focused on the refurbishment/redevelopment of all of our sheltered schemes - 8 in total. Now, the emphasis is on growing our newbuild development and regeneration programme utilising both our own existing land and assets as well as market-led opportunities. Trivallis has 150 fewer homes now than in 2007 due to sales under The Right to Buy and the demolition and/or disposal of some of our under-performing assets. This Strategy seeks to reverse this decline by developing more newbuild homes and by taking advantage of our existing sites and homes to provide replacement homes for our residents. 2.2 Our Vision and Purpose Our Vision is 'Prosperous People and Places' and our Purpose is 'Together, we create great places to live and work'. The Board of Trivallis has agreed that in order to deliver the Vision, one of our key strategic priorities must be our homes and communities. Further, they agreed the following: • We need to protect the number of socially rented homes we own and manage; • We need to ascertain how closely our existing housing stock satisfies both current and future housing needs; • We want to be the landlord of choice and provide, build and maintain safe, secure, good quality homes; • We want to provide those homes in thriving, prosperous communities; • We want to continue to be area based; • We want to provide and maintain homes that are suitable for our customers and in places that people want to live. Underpinning our work, and in particular the work of our public sector partners, is the Well- being of Future Generations (Wales) Act 2015. The act provides a framework to create a more sustainable nation, based around seven key principles and five ways of working to show that sustainable development principles have been followed. 2 2.3 What does Trivallis mean by Development and Regeneration? Often it is sufficient and indeed, appropriate, for a Housing Association to concentrate solely on development - i.e. the construction of new homes, in order to grow its business and customer base. This is not the case for Trivallis, however, as is suggested by our Vision and Purpose above. Trivallis is a community-focused business and is passionate about the communities we serve in Rhondda Cynon Taff (RCT). We have a responsibility not only to build and maintain homes, but also to enable such communities and their residents to prosper and thrive. Therefore, a clear link between development and regeneration has been forged within Trivallis by the creation of a new Development and Regeneration Team (DART) to deliver new homes and services in both established and new locations. When we refer to Development in this strategy, we mean the construction of new homes and associated amenities such as roads, cycle and footpaths, parking and play spaces. Such development is intended to lead to the growth and expansion of our housing stock, improve our financial turnover and ultimately, improve our residents' physical environment, health and wellbeing. Regeneration on the other hand, is the holistic process of reversing the economic, physical and social decline of places where market forces alone will not suffice. While approaches and priorities often differ there are generally two key themes for those seeking to regenerate communities. These are: • Physical Regeneration; and • Social Regeneration. Physical regeneration is clearly focused on improving a place through capital investment, including investment in infrastructure, transport and housing. It is important in driving forward development and in delivering opportunities for sustainable economic growth, job creation, and connectivity. Physical regeneration is also playing an increasing role in improving the wellbeing of communities through creating a range of healthier environments, buildings, open spaces and facilities. Trivallis has already demonstrated its commitment to the physical regeneration of RCT’s communities, for example with the redevelopment of former public houses and hotels, such as The Boot Inn and the Black Lion in Aberdare and by converting empty and underused spaces above shops in Taff Street in Pontypridd. It is also important that our approach to regeneration does not focus on what an area actually