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Sandwell's Housing Strategy 2008

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Sandwell's Housing Strategy 2008 Sandwell’s Housing Strategy 2008 – 2011 30th June 2008 Introduction Sandwell is a metropolitan borough formed in 1974. It is one of seven authorities that make up the West Midlands conurbation and comprises 6 towns - Oldbury, Rowley Regis, Smethwick, Tipton, Wednesbury and West Bromwich. The borough is completely surrounded by other metropolitan authorities. The borough’s housing land area is the most densely occupied in the West Midlands region. There are approximately 125,000 dwellings in Sandwell of which approximately 24% are Council housing. There are low levels of private rented and housing association properties. The population of the borough was in decline but the demand for housing in the Borough is now increasing as a result of a reversal of the annual population loss that has taken place over the last 25 years and the population is projected to rise by 700 per year by 2029. This population increase will present challenges for the Council and its partners as we plan to meet the housing needs of greater numbers of smaller households and an ageing population. Sandwell has an increasingly diverse and culturally rich community. Black and minority ethnic (BME) residents make up 22 % (57,426) of Sandwell’s total population compared with an average BME population for the West Midlands Region as a whole of 11.26 %. This is expected to grow to 29% by 2026 and include an even greater diversity of ethnic backgrounds as households move around the European Union. This demographic change cannot be ignored as we plan to create and support sustainable and cohesive communities within an increasingly ethnically diverse population. Sandwell is ranked 16th most deprived out of 354 authorities with 53 per cent of its population living in wards designated as ‘very deprived’. Approximately 81 per cent of households within the borough experience at least one of the following elements of deprivation: high unemployment, low educational attainment, poor and limiting health and disability or poor and overcrowded housing. Unemployment levels at 7.9% in 2006 were higher than the national average of 4.9%. Under the Comprehensive Performance Assessment (CPA) 2007 the Audit Commission rated the Council as a 'two-star' authority out of a possible four. The housing score, however, was rated three out of a possible four. In terms of direction of travel, the Council is assessed as 'improving strongly'. 2 The Council separated out its landlord and strategic functions when it established Sandwell Homes as an Arms Length Company (ALMO) in order to ensure that its housing stock reached the Decent Homes Standard by 2010. Sandwell Homes manages almost 30,000 Council homes and went “live” on 1st October 2004 with a 10-year renewable management agreement with the Council. The remaining 1,200 Council homes are managed as part of a PFI initiative with Riverside Housing Association under the terms of a 30 year agreement which began in 2007. Why we have a Housing Strategy The provision of good housing underpins all of Sandwell Council’s key priorities. These are: • Safer, cleaner and active communities • Every Child Matters • Economy, skills and jobs Providing more and better homes in the borough is a key strategic priority for the Council and the Sandwell Partnership, not only to meet basic housing needs, but also because we believe that if people live in a good home it provides the solid foundation for a better quality of life and improved life chances. It is our vision to create good quality and accessible homes where people choose to live, in safe friendly neighbourhoods, close to a range of community facilities, schools and jobs. In order to deliver this vision however, we face significant challenges as we work in partnership to deal with a legacy of poor housing, high rates of ill health and disability, unemployment and low educational attainment within Sandwell’s population. Housing led initiatives can contribute to improving skills, education and employment chances whilst ill health can be improved and alleviated by living in homes which are adaptable and located in safe and supportive environments. The affordability of homes in Sandwell for local people who are earning less on average than residents of neighbouring authorities is also a key challenge to be tackled through this Housing Strategy. 3 In addition, it is also becoming clear that the emerging consequences of the collapse in the sub-prime mortgage lending market in America, which is having a significant knock-on effect in Britain, will have a profound effect on local housing markets. The impact of these institutionally created difficulties, referred to as “the Credit Crunch,” is likely to last for some time and local responses will be developed within the overall direction set out in this Strategy. The Delivery Plan includes initiatives and actions which are aimed at alleviating some of the worst effects of the Credit Crunch and demonstrate the leadership of the Council and its partners in helping people when they are in the greatest need. Local Authorities are obliged to follow Government guidance in developing and presenting their Housing Strategies. This guidance is, however, outdated and currently under review by the Department for Communities and Local Government. Sandwell’s previous Housing Strategy, covering the period 2005 to 2008, was assessed as being fit for purpose by the Government Office and the need to develop this updated Strategy cannot wait for revised guidance to be issued. In the circumstances, this Strategy has been developed using the background of the current guidance but the approach has been modified and adapted to incorporate best practice as promoted by the Improvement and Development Agency (IDeA). The Strategy will be reviewed annually in the light of experience and further guidance as it is produced. This will help keep a consistent strategic direction whilst enabling partners to develop and implement tactical initiatives to meet changing circumstances. This Housing Strategy, as a Council owned document developed through the framework of the Sandwell Partnership, explains how we will work with our partners to bring about positive changes that will improve the lives of people who live in Sandwell. It builds on the successes of previous plans and actions and sets out a new strategic direction for the next three years. The Strategy is not just about “housing.” The challenges facing Sandwell are multiple and complex and it is apparent that dealing solely with the quality of housing, or the number and types of homes to be provided, is not enough. By working in partnership we will develop co-ordinated and cohesive planned responses that will improve the economic, physical and social health and well- being of the local population. The Strategy aims to make our vision materialise into reality over a realistic timescale. The outcomes we want to achieve are: • Increased choice of accessible and affordable housing for all sections of the community • The creation of high quality places as well as homes • Communities which are supported effectively 4 The provision of effective support for vulnerable people The provision of good housing underpins all of Sandwell Council’s key priorities. These are: • Safer, cleaner and active communities • Every Child Matters • Economy, skills and jobs Providing more and better homes in the borough is a key strategic priority for the Council and the Sandwell Partnership, not only to meet basic housing needs, but also because we believe that if people live in a good home it provides the solid foundation for a better quality of life and improved life chances. It is our vision to create good quality and accessible homes where people choose to live, in safe friendly neighbourhoods, close to a range of community facilities, schools and jobs. In order to deliver this vision however, we face significant challenges as we work in partnership to deal with a legacy of poor housing, high rates of ill health and disability, unemployment and low educational attainment within Sandwell’s population. Housing led initiatives can contribute to improving skills, education and employment chances whilst ill health can be improved and alleviated by living in homes which are adaptable and located in safe and supportive environments. The affordability of homes in Sandwell for local people who are earning less on average than residents of neighbouring authorities is also a key challenge to be tackled through this Housing Strategy. In addition, it is also becoming clear that the emerging consequences of the collapse in the sub-prime mortgage lending market in America, which is having a significant knock-on effect in Britain, will have a profound effect on local housing markets. The impact of these institutionally created difficulties, referred to as “the Credit Crunch,” is likely to last for some time and local responses will be developed within the overall direction set out in this Strategy. The Delivery Plan includes initiatives and actions which are aimed at alleviating some of the worst effects of the Credit Crunch and demonstrate the leadership of the Council and its partners in helping people when they are in the greatest need. Local Authorities are obliged to follow Government guidance in developing and presenting their Housing Strategies. This guidance is, however, outdated and currently under review by the Department for Communities and Local Government. Sandwell’s previous Housing Strategy, covering the period 2005 to 2008, was assessed as being fit for purpose by the Government Office and the need to develop this updated Strategy cannot wait for revised guidance to be issued. 5 In the circumstances, this Strategy has been developed using the background of the current guidance but the approach has been modified and adapted to incorporate best practice as promoted by the Improvement and Development Agency (IDeA).
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