housing strategy for merton

2004-2007www.merton.gov.uk

Housing Strategy for Merton Part 3: Past Performance & Future Targets

Housing Strategy for Merton

CONTENTS: PAST PERFORMANCE AND FUTURE TARGETS

1. Introduction 1

2. Past Performance 3

3. Future Targets 15

Appendices

Appendix 1 Glossary of Terms 33

Appendix 2 Contacts List 39

Appendix 3 Related Strategic Plans of the Council 44

NOTE:This book is the third of three publications that sets out the London Borough of Merton's Housing Strategy for 2004-07The three publications are:Part 1. Executive Summary and BackgroundPart 2. Strategic Options and PrioritiesPart 3. Past Performance and Future Targets


1

This part of the strategy sets out how the performance of the HousingService, and the progress against the Housing Strategy, is monitored.It also sets out in tabular form our progress last year (2002/03) indelivering the Housing Strategy for 2002-2005, and the new HousingStrategy Action Plan for 2004-2007.

Performance management

Following the decision of our tenants in July 2002 to retain the Councilas their landlord, our focus has been on improving the quality of ourHousing Management services and ensuring they meet our customers’needs.

The Council’s Comprehensive Performance Assessment (CPA) by theAudit Commission published in 2003 gave Merton an overall rating of‘weak’. Our Repairs and Maintenance Service had previously beengiven a one-star rating by the Housing Inspectorate and this wasincorporated into the housing component of the CPA assessment forMerton, which received an overall rating of 2 out of 4. Our HousingStrategy and HRA Business Plan both achieved scores of 3 out of 4(good).

The Housing Service Plan for 2003-06 identifies key performanceindicators and core objectives for housing, and incorporatescommitments set out in the Housing Strategy, the HRA Business Planand the Council’s Race Equality Scheme. All staff receive a copy ofthe Service Plan and their individual Team Plans annually inpreparation for their Staff Appraisal. The Service Plan explains themonitoring process and identifies lead officers responsible for delivery.It also identifies clear lines of responsibility for the delivery of actions.

We recognise the need for performance information to be specific andtimely. Team Plans are monitored quarterly and regular meetings of theHousing Management Team (HMT) focus on monitoring performanceand budgets. The Housing Strategy Review Group, and HRA BusinessPlanning Team, monitor delivery of the strategy and business plan.

Further details of the performance management framework forHousing Services can be found in the HRA Business Plan.

Section 2 outlines progress against the revised targets set out in ourHousing Strategy Update 2002. Section 3 is the new Housing StrategyAction Plan for 2004-2007.

1. Introduction

2


3


2. Past Performance


4

Target Type

National target(BVPI 66a)

National target(BVPI) 185

Local target

Local target

Definition

Proportion of localauthority rentcollected

% of non-emergencyrepairs for which anappointment wasmade and kept

% of urgent repairsdone on time

% of non-urgentrepairs done on time

Success Measure2002/3

97% collected

85% of appointmentsmade and kept

85% completed ontime

n/a

Achievement 2002/3

97% collected


87.4% completed ontime

n/a


97.8% collected




Progress againsttarget for 2003/4 (at

September 2003)

96.8% collected




Monitoring andComments

Monitored monthly byHousing ManagementTeam (performance).Reports quarterly toDistrict Panels

Monitored monthly byHousing ManagementTeam (performance).Reports to DistrictPanels quarterly

Monitored monthly byHousing ManagementTeam (performance).Not reported to IDPS

Monitored monthly byHousing ManagementTeam (performance).Reports to DistrictPanels quarterly

PROGRESS AGAINST KEY LOCAL AND NATIONAL TARGETS

REPAIRS

RENT ARREARS


5

Target Type

National target(BVPI 183)

Local target


Definition

Average length ofstay in: (a) bed andbreakfast accom-modation; and (b) hostel accom-modation ofhouseholds, whichinclude dependentchildren or a pregnantwoman and which areunintentionallyhomeless and inpriority need

Average total voidperiod

Average SAP rating oflocal authoritydwellings


No targets

100% of voids letwithin 5 weeks

Average SAP ratingof 60

Achievement 2002/3

n/a

6.5 weeks

Average SAP ratingof 60


(a) 6 weeks(b) 35 weeks

100% of voids letwithin 5 weeks

Average SAP rating of 61


September 2003)

(a) 16 weeks(b) 21 weeks

5.3 weeks

Average SAP rating60


Monitored quarterlythrough multi-AgencyHomelessnessStrategy Team andHousing ManagementTeam (performance)

Monitored monthly byHousing ManagementTeam (performance)

Monitored by HousingManagement Team(performance)


VOIDS

FUEL POVERTY

HOMELESSNESS

6


Target Type



Local target

Definition

Satisfaction of tenantsof Council housingwith the overallservice provided bytheir landlord: withresults broken downby (1) black andminority ethnictenants and (2) nonblack and minorityethnic tenants

Improve satisfactionwith opportunities toparticipate in thehousing managementprocess

Tenant satisfactionwith repairs service


No targets

n/a

65% of tenantssatisfied with service

Achievement 2002/3

(1) 60% satisfied(2) 59% satisfied

n/a

55% satisfied


Satisfaction of tenants(1) 66% of ethnicminority tenants (2) 66% of non-ethnicminority tenants

65% of tenantssatisfied withopportunities toparticipate in thedecision-makingprocess

66% of tenantssatisfied with service


September 2003)

No data available –next tenantssatisfaction survey notdue until 2006

No data available –next tenantssatisfaction survey notdue until 2006

53% satisfaction






TENANTS’ SATISFACTION


7

Target Type

Local target

Local target

Local target


Definition

Address customercomplaints withinprocedure time-table

Interviews with racialharassmentcomplainants carriedout within 2-workingdays

Ensure effectiveresponse to racistincidents

Ensure the HousingService follows CREcode of practice forrented housing andthe ODPM code ofpractice for sociallandlords in tacklingracial harassment


n/a

n/a

90% of racist andobscene graffitiremoved within 24hours

Effective delivery ofCRE & ODPM code

Achievement 2002/3

n/a

n/a

80% removed within24 hours

Housing Servicefollows code ofguidance


95% dealt with withintime-table

100% dealt withwithin time-table

90% of racist andobscene graffitiremoved within 24hours

Effective delivery ofCRE & ODPM code


September 2003)

96% dealt with withintime-table

100% interviewed ontime

100% removed within24 hours

Housing Servicefollows code ofguidance


Monitored quarterly

Incidents of racialharassment monitoredthrough RacialIncidents Panel

Incidents of racialharassment monitoredthrough RacialIncidents Panel

Procedures are beingreviewed inconsultation withstakeholders


CUSTOMER COMPLAINTS/RACIAL HARASSMENT

8


Target Type

Local target

Local target

Local target



Definition

Achieve under-occupation moves

Work with HousingAssociations toincrease housingchoice

Establish a privatesector leasingscheme

The proportion of unfitprivate sectordwellings made fit ordemolished as adirect result of actionby the local authority

The number of privatesector vacant dwell-ings that are returnedto occupation ordemolished as adirect result of actionby the local authority


30 moves

n/a

n/a

3% of private sectordwellings made fit

25 dwellingsreturned tooccupation as aresult of action

Achievement 2002/3

23 achieved

n/a

n/a

1.6% madefit/demolished as aresult of localauthority action

30 returned tooccupation/de-molished as a resultof local authorityaction


30 moves

Start on site for 109units. Reviewnominations policy

40 units achieved

2% of private sectordwellings made fit

40 dwellings returnedto occupation as aresult of action


September 2003)

9 achieved

Nominations reviewcompleted April 2004

Scheme not yetoperational

1.5% madefit/demolished as aresult of localauthority action

20 returned tooccupation


Monitored monthly byHousing ManagementTeam (performance)

Monitored throughSouth-West LondonPartnership

Monitored throughmulti-agencyHomelessnessStrategy Team

Monitored half yearlyby HousingManagement Team(performance)

Monitored annually byHousing ManagementTeam (performance)


INCREASING HOUSING CHOICE

PRIVATE SECTOR RENEWAL

9


Ref

1.

2.

3.

4.

Action

To improve the quality ofthe Council’s housingstock and bring aboutservice improvements

Develop residentparticipation

To improve the quality ofthe Council’s housingstock and bring aboutservice improvements

To improve the quality ofthe Council’s housingstock and bring aboutimprovements

Target

Conduct ballot oftenants on a transfer toMerton HousingPartnership

Review options ifresidents vote againststock transfer

Complete 5 yearimplementation plan ofBest Value Review ofrepairs andmaintenance

Reduce non-’DecentHomes’ by one-third byApril 2004 andcompletely eliminate byApril 2010

Timescale

By July 2002

Nonespecified

By March2006

By April 2004& 2010

Progress Made

Stock transfer ballot conducted in July2002. Residents voted to remain with theauthority. The full allocated provision of£500k from the HRA was spent towardsstock transfer and ballots

Housing Consultative Forum agreedimplementation plan to consult residentsat a neighbourhood level in May 2003.‘Community Voice’ launched at ResidentsFun Day in December 2003 which aimsto look at new ways of engaging withresidents. This is being taken forwardfrom a new allocation of £300,000 for thestock option appraisal

The implementation plan was sub-stantially achieved by December 2003.Some elements of the plan e.g.partnering contracts for response repairsand capital projects have a longer timespan. Additional funding was allocatedwithin the HRA in 2003/04 for Best ValueReviews and Service Improvementsamounting to £80,000 and this facilitatesthe completion of the plan

Number of non-‘Decent Homes’ reducedfrom 41% in March 2002 to 33% in March2004. The Council top-sliced £492,000from existing budgets to specifically workon ‘Decent Homes’

Monitoring and Comments

Option appraisal is a key objective in theHRA Business Plan

Ongoing consultation through Tenantsand Residents Associations, DistrictPanels, Housing Consultative Forum andMerton Tenants and ResidentsAssociation

Tenant and Councillor representation onBest Value Implementation Panel.Progress in key areas published in localtenants newsletter

Decent Homes Strategy monitoredthrough Housing Consultative Forum.Funding identified and programme ofworks developed to meet the 2004 target

PROGRESS AGAINST TARGETS IN THE HOUSING STRATEGY STATEMENT 2002

OBJECTIVE 1: RAISING THE QUALITY OF SOCIAL HOUSING

10


Ref

5.

6.

7.

8.

Action

Separate the strategicrole from operationalmanagement

Consolidate theCouncil’s role in theprivate housing sector



Target

Complete restructuringof the Housing Service

Develop a strategy tostrengthen andconsolidate the council’srole in private sectorhousing

Improved access toprivate rented housing

Develop voluntaryaccreditation schemefor private landlords

Timescale

By April 2003

By July 2003

Nonespecified

Nonespecified

Progress Made

New structures in Housing Strategy andHousing Needs services implemented.New structures in Housing Strategy andHousing Needs contained growth ofapproximately £100,000. The newhousing management staff structure willsave £360,000 in a full year and thisallows for growth in communitydevelopment, cleaning and housingrepairs

New Private Sector Renewal Policyimplemented July 2003. This allowed atake-up of 80 private sector renewalgrants in the year 2003/04 against atarget of 80

Sponsored tenancy scheme developedDecember 2002 assisted 100 moves intothe private sector between December2002 and December 2003. Funded by£91,500 from Homelessness Directorate.Complete allocation used

No progress made


Monitored by Steering Group

Policy reviewed and updated January2004

Monitored through multi-agencyHomelessness Strategy Team

Merton to follow London-wide schemenow available via model developed byCamden council. To be developed andmonitored in consultation with PrivateSector Housing Strategy Team


OBJECTIVE 2: STRENGTHENING THE COUNCIL’S STRATEGIC ROLE IN HOUSING

11


Ref

9

10

11

12

13

Action





Develop sub-regionalworking

Target

Widen the range ofHome ImprovementAgency services

Develop access toequity release loans

Consider a Mertonscheme for registrationof Houses in MultipleOccupation in line withnational proposals

Carry out a borough-wide Private StockCondition Survey

Agree sub-regionalhousing strategy withneighbouring boroughs

Timescale

Nonespecified

Nonespecified

Nonespecified

Nonespecified

By July 2003

Progress Made

Home Improvement Agency now providehospital discharge and home safetyservices. Funded from the voluntarysector housing budget from the Councilof £30,000 pa

Equity release available through theHouse-Proud scheme from July 2003(£10,000 annual subscription)

Licensing to be implemented inaccordance with new legislation

Funding identified and tendering processdue to commence in 2003/04. Allocationof £75k not yet taken up. Spending beingreviewed to include housing needssurvey

Sub-Regional Strategy completedOctober 2003. Merton will contribute£9,000 to fund a sub-regional post to co-ordinate the strategic agenda for theboroughs


Service expansion into Disabled FacilitiesGrant work likely. All monitoring throughCare and Repair Advisory Group. Thegroup includes representatives fromHousing and Social Services,Enrironmental Health and users

Home Improvement Agency reportmonthly on advice given about equityrelease

To be developed in consultation with thePrivate Sector Housing Strategy Team

Amalgamated with housing needs surveyand being developed in consultation withPrivate Sector Housing Strategy Team

Monitored quarterly through South-WestLondon Partnership


OBJECTIVE 2: continued

12


Ref

14

15

16

17

18

Action

Work with HousingAssociations and theHousing Corporation toincrease supply

Work with HousingAssociations and theHousing Corporation toincrease supply

Work with privatedevelopers andplanning policies toincrease the supply ofaffordable housing

Promote choice inallocations

Promote choice inallocations

Target

Develop with partnerassociations sitemapping for newdevelopments andjointly commissionschemes with theHousing Corporation

Review the Council’sneed for performanceinformation fromHousing Associations

Review and adopt thenew planning policy inthe light of the Inspec-tor’s recommendationsand London Plan

Complete Best ValueReview of HousingNeeds

Implement revisedlettings scheme

Timescale

By April 2003

By April 2003

By April 2004

By March2003

By January2003

Progress Made

GIS mapping database available fromApril 2003 – £2.5k annual subscription.One scheme jointly commissioned withthe Housing Corporation by March 2003.

Now being considered at sub-regionallevel

Merton’s UDP policies take precedenceuntil local development framework is inplace. Postponed due to stock transferagenda

This was re-scheduled due to the stocktransfer agenda. The Best Value Reviewwill now be completed in 2004/05

New Allocations Policy implemented inJanuary 2003


Monitored through quarterly PreferredPartners Meetings

To be addressed through quarterly South-West London partnership

Monitored through monthly Planningmeetings

Performance in lettings monitoredthrough annual Allocations Strategy byStrategy & Development Team.Stakeholders provided with feedback onperformance annually and involved intarget setting


OBJECTIVE 3: INCREASE THE SUPPLY OF AFFORDABLE HOUSING

OBJECTIVE 4: PROMOTE CHOICE IN ALLOCATIONS

13


Ref

19

20

21

Action

Respond to the changesin the HomelessnessAct 2002

Respond to the changesin the HomelessnessAct 2002

Establish a Housing andEthnic Minorities PolicyTeam

Target

Complete HomelessnessStrategy

Eliminate bed-and-breakfast for homelessfamilies

Policy team to haveagreed a detailedprogramme foridentifying andaddressing needs

Timescale

By July 2003

By April 2003

By March2003

Progress Made

Strategy completed July 2003 andlaunched September 2003. The Councilfunded a new strategy post‘Homelessness Strategy Manager’ fromJanuary 2003 at a cost of £20,000 peryear

In March 2003 Merton had no familieswith dependant children in bed-and-breakfast accommodation. The Councilachieved the Government target 1 yearahead of schedule through existingbudgets and the allocation of £91,500from the Homelessness Directorate in theyear 2002/03

Ethnic Minorities Housing Strategycompleted July 2003. Developed byBlack and Ethnic Minorities HousingStrategy Team. This was achieved withinexisting budgets


Monitored through multi-agencyHomelessness Strategy Team whichreports to Homelessness Forum

Monitored through multi-agencyHomelessness Strategy Team whichreports to Homelessness Forum

Strategy monitored through multi-agencyBlack and Ethnic Minorities HousingStrategy Team


OBJECTIVE 5: STRENGTHEN PROTECTION FOR THE HOMELESS

OBJECTIVE 6: ADDRESS THE NEEDS OF MINORITY ETHNIC PEOPLE

14


Ref

22

23

24

Action

Improve support forvulnerable people



Target

Complete ShadowSupporting PeopleStrategy

Establish mechanism forpaying supportingpeople grant

Increase provision ofhousing with support toyoung people and othervulnerable groups towhom new priority needcategories of home-lessness apply

Timescale

By October2003

By April 2003

Nonespecified

Progress Made

Strategy completed September 2002

Mechanism in place April 2003

7 x 1 bedroom flats for ex-offenders & 5 x1-bedroom flats for people with a mentalhealth problem, all with support (ontarget for March 2004).8 x 1-bedroom flats for young people (ontarget for October 2004)


Strategy monitored by multi agencySupporting People Steering Group

Monitored by multi agency SupportingPeople Steering Group

Monitored through quarterly PreferredPartner Meetings and multi agencyHomelessness Strategy Team


OBJECTIVE 7: SUPPORT FOR VULNERABLE PEOPLE

15


3. Future Targets

16


Ref

1.

1a.

2.

3.

Action and Priority

Improve the turn-around of voidproperties on year

Eliminate difficult tolet sheltered housing

Assist tenants tomove to moreappropriate housingand increase thesupply of affordablehousing

High/Medium

High

High

High

Medium

Links to OtherStrategies

HRA Business Plan

HRA Business Plan

HRA BusinessPlan,Older PersonsStrategy

Funding Source

Existing HRA staff

Existing HRA staff£50,000 HRA

Existing HRA staff£30,000 HRA Capital will be selffinancing

Existing HRA staffand HGF£157,000 revenuecontribution tocapital

SuccessMeasures/Targets

Average total void not toexceed 5 weeks and 90%of voids pre-allocatedwithin 6 days

Partnering arrangementsestablished for voidsrepairs

Action implementedfollowing review ofsheltered housing andextra care housing

25 under-occupationmoves, 20 out of Londonmoves through LAWN & 6moves through the TenantsIncentive Schemeachieved

Time-Scale

Ongoing (targetssubject to review for2004/5)

By April 2005

By March 2007

By March 2004 (futureannual targets subjectto review)

Lead Officer

District HousingManagers & HousingNeeds Manager

Housing StockManager

Head of HousingPolicy & ServiceManager (OlderPeople & Home Care)

Housing NeedsManager

Link to Corporate objectives: Equalities Merton, Thriving Merton

STRATEGIC PRIORITY 1. MAXIMISING THE SUPPLY OF NEW HOUSING

Objective 1.1: Make the best use of existing affordable housing in Merton

17


Ref

4.

5.

6.

7.

Action and Priority

Carry out housingneeds survey

Understand thehousing needs ofkey workers

Identify opportunitiesfor affordablehousingdevelopment

Develop newaffordable housing

High/Medium

High

Medium

High

High


Stock OptionsAppraisal, draftKey Worker Sub-Regional HousingStrategy

Sub-RegionalHousing Strategy

Draft MertonAffordable HousingPlan

Affordable HousingPlan

Funding Source

Budgeted fromHGF £40,000

Existing HGF staff.5 days LHUresearch

Existing HGF staffand additional staffcosts of £15,000.RSLs Capital fromreceipts of HRAdisposals. LondonHousing Board andprivate finance

London HousingBoard and privatefinance.Additional staffgrowth costs of£35,000


Survey completed

Sub-regional research onkey workers’ housingneeds commissioned

Action implementedfollowing review of HRAand other public sectorsites and stock

Completed site mappingexercise with preferredpartner HousingAssociations to enablethem to effectively targetresources

400 new affordable homesbuilt or acquired

Time-Scale

By September 2004

By February 2004

By March 2007

By March 2005

By March 2007

Lead Officer

Principal HousingStrategy Officer

PrincipalDevelopment Officer

Head of HousingPolicy





Objective 1.2: Maximise the number of new affordable homes built or refurbished in the borough

18


Ref

8.

8a.

9.

10.

Action and Priority

Meet the housingneeds of black andethnic minoritycommunities

Research anddevelop a Sub-Regional EthnicMinorities HousingStrategy

Increase theavailability ofhousing for keyworkers and othersunable to gainaccess to full marketpriced housing orsocial housing

High/Medium

High

High

High

Medium


Ethnic MinoritiesHousing Strategy,HomelessnessStrategy, Sub-Regional HousingStrategy

Ethnic MinoritiesHousing Strategy,HomelessnessStrategy, Sub-Regional HousingStrategy


Draft Sub-RegionalKey WorkerStrategy

Funding Source

No additionalresources required

No additionalresources required

Existing HGF staff

London HousingBoard and Privatefinance


15% of completions to betargeted to ethnic minoritypreferred partner HousingAssociations

30% of ApprovedDevelopment Plan to to betargeted towards 3-bedroom houses.

Strategy and action planagreed andimplementationcommenced

50 new homes deliveredthat are either sharedownership or haveintermediate rents

Time-Scale

Ongoing and subjectto monitoring andperiodic review

For two years up toMarch 2006 and thenreviewed

By March 2004

By March 2007

Lead Officer







Objective 1.2 (continued)

19


Ref

11.

12.

13.

14.

15.

Action and Priority

Raise the standard ofHMOs

Bring emptyproperties back intouse

Bringing emptyspaces above shopsinto residential use

Engage with andsupport privatelandlords

Assist vulnerablepeople across theprivate sector

High/Medium

High

Medium

High

Medium

Medium


Draft Private Sector HousingStrategy

Draft Empty HomesStrategy

Draft Empty HomesStrategy

Draft Private Sector HousingStrategy

Draft Private SectorHousing Strategy

Funding Source

Subject toassessment of finalscheme

Existing HGF staff

Capital subject toODPM sub-regionallocation

Existing HGF staff

Subject to grantfunding fromODPMPart of confirmedallocation of£80,000 fromHomelessnessDirectorate


Development of effectivelicensing scheme in linewith national scheme

40 empty propertiesbrought back into use(BVPI 64)

Accommodation broughtinto use

Landlord forums heldtwice a year. Interactive web-basednotice board developedfor landlords.Engagement with privatelandlords through south-west London partnership

Rent Deposit Scheme pilotextended and developedto include wider cases inhousing need

Time-Scale

Timetable to concurwith publication ofnational scheme

By March 2004(targets for 2004/5subject to review)

Contribute to sub-regional targets of 59 units (04/05) and74 units (05/06)

Ongoing and subjectto annual review

By December 2004

By March 2005

Lead Officer

Environmental HealthManager








Objective 1.3: Facilitating availability and access to good quality, affordable housing in the private sector

20


Ref

16.

17.

18.

Action and Priority

Identify and addressgaps in provision forvulnerable people

Improvearrangements foridentifyingvulnerablehouseholds

Review HousingSupport Team roleand effectiveness

High/Medium

High

Medium

High


HomelessnessStrategy,Supporting PeopleStrategy

HomelessnessStrategy

HomelessnessStrategy,Supporting PeopleStrategy

Funding Source

LHB

Existing HGF staff

HGF staff


Five year SupportingPeople Strategycompleted

Learning Disabilities6 one-bedroom flatscompleted

Young People8 one-bedroom flats withsupport for move-oncompleted

Older PeopleBid supported for fundingand revenue resourcesidentified to developproposals for shelteredaccommodation forAfrican Caribbean elders

Introduction of jointvulnerability assessments

Review completed andaction plan implementationcommenced

Time-Scale

By March 2005

By March 2006

By March 2004

By March 2005

By March 2005

By March 2005

Lead Officer

Supporting PeopleManager





Learning DisabilitiesPartnership Manager

Corporate Objective: Equalities MertonSTRATEGIC PRIORITY 2. SUPPORTING VULNERABLE PEOPLE AND PREVENTING HOMELESSNESS

Objective 2.1: Ensure vulnerable people are supported in their homes so they can live independently

21


Ref

19.

20.

21.

22.

Action and Priority

Convert units at HallPlace into self-contained units

Implement actionplan following reviewof temporaryaccommodation

Reduce bed andbreakfast use

Address the needs ofolder people inhousing crisis

High/Medium

High

High

High

High






Funding Source

Resourcedprivately

Recycling ofCapital receiptsfrom HRA propertysales

HGF funding plusgrant funding fromODPMPart of confirmedallocation of£80,000 fromHomelessDirectorate

Existing HGF staff


20 self-contained unitsconverted subject to need

Action plan implemented

No homeless families inbed-and-breakfastaccommodation, except inan emergency

The number of singlepeople in bed-and-breakfast reduced to 20(subject to availablefunding through PSA)

Availability of suitabletemporary accommodationassessed

Time-Scale

By June 2004

By March 2006

From April 2004 andongoing

By March 2006

By March 2005

Lead Officer





Service Manager(Older People),Housing NeedsManager

Corporate Objective: Equalities Merton

STRATEGIC PRIORITY 2. SUPPORTING VULNERABLE PEOPLE AND PREVENTING HOMELESSNESS

Objective 2.2: Ensure homeless households have access to suitable temporary accommodation

22


Ref

23.

24.

25.

26.

27.

Action and Priority

Review the HousingAdvice Serviceresponsibilities, roleand effectiveness

Undertake analysisof repeathomelessness inorder to informfurther actions andpartnerships

Improve housingadvice to ethnicminority groups

Preventhomelessnessthrough mediation

Ensure homelesspeople play aneffective part inpreventinghomelessness

High/Medium

Medium

High

Medium

Medium

Medium


HomelessnessStrategy,Draft Private SectorHousing Strategy


HomelessnessStrategy,Ethnic MinoritiesHousing Strategy



Funding Source

Part through LHUresearch15 days in total

Existing HGF staff

Existing HGF staff£2000

Homelessnessgrant(part of confirmedallocation of£80,000 fromHomelessDirectorate)

Existing HGF staff


Review completed anddate set for completion ofthe implementation ofagreed actions

Research completed andfindings addressed in anaction plan

Awareness campaigncompleted for ethnicminority elders on housingoptions

Pilot established

Programme developed foreffective consultation withhomeless people

Time-Scale

By March 2005

By March 2005

By March 2004

By June 2004

By March 2005

Lead Officer

Housing Advice TeamLeader

Policy Team Leader(Housing Needs)

Principal PolicyOfficer


Policy Team Leader(Housing Needs)



Objective 2.3: Reduce homelessness through early intervention and prevention

23


Ref

28.

29.

30.

Action and Priority

Develop partnershipsand improve jointworking through aninter-agencyHomelessnessStrategy Team

Increase the profileof adult education

Improve the lifechances of childrenin need and care

High/Medium

Medium

Medium

Medium


HomelessnessStrategy,Sub-regionalHousing Strategy



Funding Source

Existing HGF staff

Existing HGF staff

Existing HGF staff


Implementation of Sub-Regional Housing Strategy

Profile raised throughawareness raising eventsand improved monitoring

12 vulnerable youngpeople to have transferredinto post-16 educationthought the base projectand work experienceprovided for 20 youngpeople

Time-Scale

In accordance withthe HomelessnessStrategy Action Plan

Ongoing


Lead Officer

HomelessnessStrategy Manager

Head of Communityand Cultural Services

Head of Access,Opportunity andInclusion.Children’s StrategyManager



Objective 2.4: Develop an effective, evidence-based inter-agency strategy to minimise homelessness in the longer term

24


Ref

31.

32.

33.

Action and Priority

Appraise the optionsfor housing stockinvestment, servicedevelopment and thewider strategy foraffordable housingand neighbourhoodrenewal

Deliver decenthomes by 2010

Improve satisfactionof tenants with theHousing Service

High/Medium

High

High

High


Communication &EmpowermentStrategies

HRA BusinessPlan

DraftNeighbourhoodRenewal Strategy

Affordable housingplan

Stock OptionsAppraisal

HRA BusinessPlan

Communications &EmpowermentStrategies

HRA BusinessPlan

Funding Source

Existing HRA staff

£300,0002004-2006

Major RepairsAllowance£4.8m per year

Existing budgetsplus HRA growth of£10,000 foradditional surveys


Tenants consulted atneighbourhood levelabout stock managementand ownership options

Options Appraisalcompleted

‘Decent Homes’ Strategyreviewed in light of newstock condition data

Non-‘Decent Homes’eliminated (BVPI 184)

66% of black and ethnicminority tenants satisfiedwith services (BVPI 74)

66% of tenants satisfiedwith the repairs service

Time-Scale

Started December2003

By February 2005

By March 2005

By March 2010

By March 2006 andthen in accordancewith new targets

By March 2006 andthen in accordancewith new targets

Lead Officer

Head of HousingServices




District HousingManagers


Corporate Objectives: Equalities Merton, Caring Merton and Thriving Merton

STRATEGIC PRIORITY 3. IMPROVING HOUSING CONDITIONS

Objective 3.1: Meeting the Government Decent Homes Standard and the aspirations of tenants for Council homes and services

25


Ref

34.

35.

36.

37.

38.

Action and Priority

Analyse PrivateSector HouseConditions Survey

Complete andimplement a PrivateSector HousingStrategy

Address non-decency through theCouncil’s GrantsProgramme

Enable theimprovement ofowner-occupiedhomes throughequity releaseschemes

Work in partnershipto publicise andpromote grants andadvice/informationabout homeimprovements

High/Medium

High

High

High

Medium

Medium


Housing RenewalPolicy



Funding Source

Existing HGF staff£75,000

Existing HGF staff

DFG and Capitalprogramme

Allocated fromHGFPan Londonscheme subject toODPM allocationfor private sectorfunding

Funding voluntaryorganisations fromHGF £30,000


Action plan developed toaddress key issues

Strategy and Action Planagreed andimplementationcommenced

Full spend of £200,000renovation grants and£350,000 disabledfacilities grants budgets

Homes improved throughequity release

Care and Repair to haveprovided advice about arange of options to 25clients per month

Time-Scale

By September 2004

December 2004

March 2004(target subject toreview for 2004/5)

Contribute to Pan-London target of3,000 (04/05) and4,000 (05/06)


Lead Officer

Environmental HealthManager/PrincipalHousing StrategyOfficer







Objective 3.2: Address issues of non-decency in private sector accommodation occupied by vulnerable people

26


Ref

39.

40.

41.

42.

Action and Priority

Work in partnershipto identify risks invulnerable peoples’homes and signpostthem to serviceswhich can addressthem

Extend the role ofthe HomeImprovement Agency(Care and Repair)

Reduce fuel povertyin the council sector

Review and producea Fuel PovertyStrategy for alltenures and work inpartnership toaddress the findings

High/Medium

Medium

Medium

High

Medium


Older Person’sStrategy

Supporting PeopleStrategy

Housing RenewalPolicy,Older Person’sStrategy,Supporting PeopleStrategy

Aftercare WarmthStrategy (Nationaland local)

Aftercare WarmthStrategy (Nationaland local), Housing RenewalPolicy

Funding Source

DTI funding, HIMPbid made (decisionoutstanding),possible ODPMregenerationfunding, £50,000HRA growth

Funding tovoluntaryorganisations fromHGF within £30,000allocation

HRA and MRA

Existing HGF staff

Subject to sub-regional privatesector bid toODPM


1,000 smoke alarms, 250carbon monoxidedetectors and 25 coldalarms fitted throughHomesafety Partnership.Programme for 2004/5launched

Care and Repair to havecompleted a pilotdelivering 10 DisabledFacilities Grants

SAP rating increased inCouncil homes (BVPI 63):from 61 to 62

Completion of inter-agencyFuel Poverty Strategy

Information developedwith ‘Simply Energy’about cheap fuel ratesdistributed with CouncilTax forms

Bid submitted to ODPMto fund sub-regional

‘Coldbusters’ scheme

Time-Scale

By June 2004

By June 2004

By March 2005 (to bereviewed for futureyears)

By March 2005

By March 2005

By March 2004

Lead Officer

Older Person’sCommissioningOfficer

Occupational TherapyManager







Objective 3.2 (continued)

Objective 3.3: Reduce fuel poverty in all tenures


27

Ref

43.

44.

45.

Action and Priority

Raise publicawareness aboutfunding options forrenewable energy

Develop andimplement Merton’ssustainableDevelopment Policyfor the housing stock

Develop a modelsustainable housingscheme in Merton

High/Medium

Medium

High

Medium


Agenda 21

Agenda 21

Agenda 21

Funding Source

Existing resourcesHGF £2,000

Existing resources

LHB/private finance


Develop interactive website through Council’s website detailing fundingsources available

Policy finalised andimplementation timetableagreed

Site located and agreed

Time-Scale

By June 2004

By March 2005

By May 2004

Lead Officer

Principal EnvironmentOfficer


Principal EnvironmentOfficer



Objective 3.4: Promote and encourage greater use of home insulation and renewable and sustainable domestic energy

28


Ref

46.

47.

48.

Action and Priority

Contribute toMerton’sNeighbourhoodRenewal Strategy

Reconfiguring thehousing service tosupport‘NeighbourhoodManagement’

Prioritise theneighbourhoodrenewal target areafor developmentactivity

High/Medium

Medium

High

Medium


DraftNeighbourhoodRenewal Strategy

Stock OptionsAppraisalDraftNeighbourhoodRenewal Strategy

NeighbourhoodRenewal Strategy

Funding Source

Existing HGF staff

HRAAdditional £35,000being invested intoneighbourhoodfunctions

Existing budgets


Draft strategy and actionplan completed

Pilot neighbourhood officedeveloped at PhippsBridge

Ensure that the followingstrategies prioritise thetarget area:

Affordable HousingStrategy

Empty Homes Strategy

Supporting PeopleStrategy

Time-Scale

By July 2004

By March 2005

By March 2005

By December 2004

By March 2005

Lead Officer




Housing Advice TeamLeader

Supporting PeopleManager

Corporate Objectives: Education Merton, Safe, Clean and Green Merton

STRATEGIC PRIORITY 4. DEVELOPING SUSTAINABLE COMMUNITIES

Objective 4.1: Contribute to a successful neighbourhood renewal strategy for the borough with a leading role for the housing service

Objective 4.2: Encourage sustainable housing through development and improvement

29


Ref

49.

49a.

49b.

50.

Action and Priority

Increase the capacityand skills of tenantsand leaseholders toparticipate in thedelivery of housingservices

Improve satisfactionwith opportunities toparticipate bytenants in thehousingmanagementprocess

High/Medium

Medium

Medium

Medium

High


Communicationand EmpowermentStrategy

Ethnic MinoritiesHousing Strategy

Ethnic MinoritiesHousing Strategy

Communicationand EmpowermentStrategy

Funding Source

HRA existingbudgets

HRA existingbudgets plusadditional £25kgrowth for tenantparticipationcommunitydevelopment2004/5

HRA existingbudgets

Existing budgets


Training programmecompleted to supporteffective tenantinvolvement on interviewpanels

Ethnic Minority StrategyGroup to haveinvestigated potentialfunding and developedproposals for capacitybuilding and have workedclosely with tenantparticipation officers

Local Action Plandeveloped for involvingethnic minority residentson estates

65% of tenants satisfiedwith opportunities toparticipate in the decisionmaking process

Time-Scale

By June 2004

By March 2004

By June 2004

Throughout 2003-6

Lead Officer


Principal HousingPolicy Officer

Tenant ParticipationManager




Objective 4.3: Increase resident involvement in housing services, particularly from amongst ethnic minority communities

30


Ref

51.

51a.

51b.

51c.

Action and Priority

Review fundingarrangements forcommunity safety

High/Medium

Medium

Medium

Medium

Medium


Crime andDisorder Strategy2002-5




Funding Source

£200,000 annualrevenuecontribution tocapital

Existing resources

Existing resources

ALG funding£75,000 over2 years


Tenants consulted onfunding new initiatives incommunity safety andplan agreed

Joint communicationsstrategy on race crimeagreed with housingassociations

Youth crime preventionstrategies adopted withDAAT and MPAC

Joint development ofMerton and Sutton’s stand-alone mediation service

Time-Scale

Annual review

By June 2004

By December 2004

By March 2004

Lead Officer


Head of HousingPolicy


District EstatesManager



Objective 4.4: Greater promotion of community safety – dealing with nuisance and anti-social behaviour, racial harassment, domestic violence, graffiti, and work to reduce crime

31


Ref

52.

53.

54.

Action and Priority

Map and revise sub-regional partnershipsand forums

Develop Sub-Regional Key WorkerStrategy

Extend choice andmobility in the sub-region

High/Medium

High

High

Medium





Funding Source

Existing resources

Existing resources

Existing resources


Sub-regional partnershipworking extended to otherCouncil departments andorganisations

Strategy in place andbeing implemented

Initial scoping exercisecompleted for jointworking and goodpractice

Time-Scale

By March 2005

By March 2004

By March 2004

Lead Officer


Principal HousingPolicy Officer



STRATEGIC PRIORITY 5. DELIVERING THROUGH EFFECTIVE PARTNERSHIPS

Objective 5.1: To work effectively both across boundaries and on a sub-regional basis with local authorities, housing associationsand others in order to deliver whole area solutions for increasing the supply of affordable housing and meeting housing needs

32


Ref

55.

56.

57.

57a.

58.

Action and Priority

Improve jointworking betweenorganisations toaddresshomelessness

Increase awarenessof housing issues forfrontline staff,community groups,faith groups andother relevantorganisations

Improve informationand advice onhousing options foryoung people

Develop Sub-Regional PrivateSector RenewalStrategy

High/Medium

High

Medium

Medium

Medium

High


HomelessnessStrategy,Sub-regionalHousing Strategy




Sub-regionalHousing Strategy

Funding Source

Existing resources

Existing resourcesplus £3,000

Existing resources

Existing resources

Existing resources


Homelessness StrategyTeam to have met 4 timesper year andHomelessness Forum tohave met twice per year

Communications Strategyimplemented to informstaff and organisationsabout homelessness

Housing Advice to attendOne Stop Shop run byConnexions and providetraining to Connexionsstaff

Young peoplesaccommodation day heldand developed throughMYSHF

Strategy in place

Time-Scale

Ongoing until March2008 and thenreviewed

By March 2004

Ongoing and trainingto startApril 2004

By March 2004

By March 2005

Lead Officer






Corporate Objectives: Equalities Merton

STRATEGIC PRIORITY 5. DELIVERING THROUGH EFFECTIVE PARTNERSHIPS

Objective 5.2: Improve partnerships that reduce and address homelessness

Objective 5.4: To improve partnerships with private landlords

34


AppendicesAppendix 1

Glossary of Terms

Affordable Housing

Local Agenda 21 LA21

Anti Social Behaviour ASB

Approved Development ADPProgramme

Assets

Basic Credit Approval BCA

Bed and Breakfast B&B

Best Value BV

Cabinet

Capital

Commission for Racial CREEquality

Community Plan

Community HousingTaskforce

Housing which is below market prices (rental and low cost home ownership).

Plan to promote environmental sustainability.

Behaviour by people that affects others within the community. ASB is wide ranging and can includegraffiti, playing music loudly and harassment.

The process whereby the Government allocates money to Housing Associations, through the HousingCorporation, for building new homes.

Items which have a relatively high value and are usually long lasting e.g. property.

The amount of money the Government allows the local authority to borrow for spending on capitalprojects.

Temporary accommodation, with shared facilities, provided for homeless people while their homelessapplications are assessed or they are waiting for permanent housing.

A process by which council services are reviewed and plans made to continually improve them.Residents play a key role in the process.

The body which makes the key decisions in the Council. It is chaired by the Leader of the Council andhas 9 other Council members who each have responsibility for a key area e.g. education or housing.

Money spent on an asset (see above) to maintain it or extend its life.

Government funded body to promote racial equality.

Long term plan identifying resident priorities for action in their communities. Also aims to promoteeconomic, social and environmental well being of the community.

A body established to help local authorities, tenants and Housing Associations through the process ofstock transfer and to guide them through the option appraisal process.

Term Initials Meaning

35


Comprehensive CPAPerformance Assessment

Decent Homes

Department of Trade DTIand Industry

Disabled Facilities Grant DFG

District Housing Panel DHP

Draft London Plan

Drugs and Alcohol DAATAction Team

Early Years Development EYDCP& ChildcareImplementation Plan

Fuel Poverty

Geographic Information GISSystem

Health Improvement HIMPand ModernisationProgramme

Home Energy HECAConservation Act

The assessment helps Councils improve their local services for their community. It looks at how goodservices are and how well the Council is run and rates authorities as excellent, good, fair, weak or poor.After the review the Council agrees an action plan to improve or maintain performance.

A Government standard for all social housing to ensure that it is structurally sound, has modern facilitiesand is energy efficient.

Department which works with businesses, employees and consumers.

Grants to adapt properties occupied by disabled people.

Consists of a representative of Merton Tenants and Residents Federation, two representatives from eachTenants Association in the District, two majority councillors and 1 opposition councillor and officers ifnecessary. The panels monitor housing services.

The London Mayor’s plan for development in the capital.

Strategy partnership responsible for delivering the Government’s 10-year strategy ‘Tackling DrugsTogether to Build a Better Britain’.

Describes planned actions of the Early Years Development & Childcare Partnership in relationship to pre-school children and the provision of childcare places.

Households which spend more than 10 percent of their household income on trying to keep their homesadequately heated, are suffering from fuel poverty.

Computer system for storing, mapping and manipulating geographical information.

Supports health improvement and funds projects which promote health and well-being in the community.

The act requires local authorities to publish a report on progress made in meeting targets to improve theenergy efficiency of residential properties and on future plans.


36


House in Multiple HMOOccupation

Housing Consultative HCFForum

Housing Corporation HC

Housing General Fund HGF

Housing Health and HHSRSSafety Rating System

Housing Needs Index HNI

Housing Revenue HRAAccount

Housing Strategy HSRGReview Group

Insecurity Points

Intermediate Housing Need

Joint Investment Plan JIP

Keyworker

Local Authority Social LASHGHousing Grant

Properties occupied by a number of people who are not part of the same household. They can includebedsits, shared houses and flats, boarding houses and hostels.

Forum where residents associations representatives are consulted with and informed about housingmatters in the borough.

The body that funds and regulates Housing Associations. This includes funding for building newproperties.

Income and expenditure for Council services which are not to do with Council housing are recorded inthe authority’s General Fund. General Fund expenditure is met from charges for services, specific grants,Council Tax, non domestic rates and other government grants. Housing services which affect the widercommunity, such as advice to private tenants and housing benefit are paid for from the General Fund.

A scheme proposed in the Housing Bill that will replace the current Fitness Standard. It will be based ona risk assessment of a variety of factors and their impact on the most vulnerable occupier.

A national index which identifies housing need in different areas.

This is an income and expenditure account for Council housing. Income is made up from rents andhousing subsidy and expenditure is for housing management and maintenance.

A multi departmental group of officers who contribute, direct and monitor the Housing Strategy.

Points given to those on the new starters sub register whose present accommodation is insecure and willshortly be coming to an end.

Affects those who find market rents and purchase prices unaffordable but are unlikely to be allocatedsocial housing due to a low level of housing need. This would include keyworkers.

Programme agreed by local authorities, health bodies and other partner agencies to improve support tospecific groups of people.

Any worker, defined by the authority as being essential to the delivery of services in the borough.

Money channelled through Local Authorities to fund Housing Association development. (It was abolishedin March 2003).


37


Local Strategic LSPPartnership

London Alliance with the LAWN West and North

London Housing Board LHB

London Housing LH

Major Repairs Allowance MRA

Merton Young Single MYSHFHomelessness Forum

Merton Housing MERHAGAssociation Group

Merton Partnership MPACAgainst Crime

Merton Tenant and MTRFResidents Federation

Movers sub register

Neighbourhood Renewal

New starters sub register

Office for the Deputy ODPMPrime Minister

Private Sector Leasing PSLScheme

Consists of representatives from the public, private and voluntary sector. It is designed to develop and pursuea vision for neighbourhood renewal and improve the delivery of local services through better planning.

Scheme to help people in Council and Housing Association properties move to social housing in otherparts of the country (mainly the North) where there are more properties available.

A board consisting of representatives from the Government Office for London, Greater London Authority,Housing Corporation, Association of Local Government, London Development Agency and EnglishPartnerships that is responsible for developing a London Housing Strategy.

Provides expert advice and analysis on social housing issues in London.

A subsidy from Government for major repairs to Council housing.

Partnership between Housing Associations, voluntary organisations and the local authority to addresssingle homelessness.

A group of social landlords who meet with the local authority to discuss issues of common interest andconcern.

A partnership between the Council, Police, Health Authority and other agencies which work together toreduce crime in the borough.

An umbrella group for all the tenant & resident associations concerned with Council housing in Merton.

A list of Council and Housing Associations who require a move to other accommodation for variousreasons.

A strategy to tackle problems of deprivation in the borough. It is based on a partnership approach andaddressing a wide range of issues.

A list of all people who are waiting for Council accommodation.

Government Department which deals with housing, neighbourhood renewal and planning amongst otherthings.

Scheme where private landlords lease properties to the Council or a Housing Association to house thosemost in need.


38


Registered Social RSLLandlord

Scrutiny Panel

Section 106 agreement S106

Sheltered Housing

Social Housing

South West LondonHousing Strategy

Special Educational SENPolicy

Supplementary Credit SCAApproval

Supporting People SP

Stakeholders

Standard Assessment SAPProcedure

Stock Options Appraisal


Housing providers who are registered with the Housing Corporation. The organisations are not for profit,often known as Housing Associations.

The Panel that consists of councillors, provides a check on Cabinet decisions by looking at areas ofwork where decisions are due to be made. Panel meetings are open to members of the public andviews, concerns and recommendations are passed on to the Cabinet.

Agreements where a developer may be required to provide new social housing as part of largerdevelopment.

Housing specifically designed and allocated to elderly people which also includes various forms ofsupport.

Affordable housing provided by Housing Associations, the Council and other housing providers for rent.

A strategy developed by the 7 south west London authorities in response to the London HousingStrategy.

Sets out how the Local Educational Authority will manage special needs in Merton.

An approval from Government for an authority to borrow money for a particular capital project.

The Supporting People programme is designed to fund support services which help improve people’slives and maintain independence within their own homes.

Those who will be affected or have an interest in a particular issue or policy.

A method of rating the energy efficiency of a home. It is calculated taking account of thermal insulation,efficiency of heating system and ventilation in a property. A property can be rated from 1-100, thehigher the number the better the standard.

This involves looking at the advantages and disadvantages of different options for owning andmanaging the Council’s stock. It takes account of funding, stock condition and the housing needs andaspirations of tenants.

39


Tenant and Resident TRAAssociation

Unitary Development UDPPlan

Zero Budget approach

An association of tenants and residents who meet in an area to address issues of common concern andinfluence the services they receive and the communities in which they live.

This sets out the Council’s plan for using land. Planning applications are considered against this plan.

Looking at services from a starting point of zero budget and working out how much money would berequired to provide the service.


If you have any comments or questions about this strategy, please do not hesitate to contact:

Housing Strategy and Development TeamHousing and Social Services Department5th Floor, Civic CentreLondon Borough of MertonLondon RoadMordenSurreySM4 5DX

By e-mailing: strategy&[email protected] by ‘phoning: 020 8545 3685


40

Appendix 2

Contacts

41


Document Contact Telephone & Email

Allocations Policy Steve Langley 020 8545 3712Housing Needs Manager [email protected] & Social ServicesLondon Borough of Merton

Allocations Strategy (annual) Michael Furnival-Adams 020 8545 4155Principal Housing Strategy Officer [email protected] & Social ServicesLondon Borough of Merton

Asset Management and Capital Plan Tony Skillbeck 020 8545 4167Property Liaison Manager [email protected] & RegenerationLondon Borough of Merton

Best Value Performance Plan Diane Bailey 020 8545 3963Head of Policy and Scrutiny [email protected] ExecutivesLondon Borough of Merton

Children’s Services Plan David Wright 020 8545 3710Children’s Strategy & Development [email protected] & Social ServicesLondon Borough of Merton

Community Plan Rob Moran 020 8545 4152Head of Regeneration [email protected] & RegenerationLondon Borough of Merton

Appendix 2

Contacts (continued)

42



Sustainable Communities Plan Office of the Deputy Prime Minister www.odpm.gov.uk

Crime and Disorder Strategy Steve Brennan 020 8545 3240MPAC Manager steve.brennan@ merton.gov.ukEnvironment & RegenerationLondon Borough of Merton

Economic Development Strategy Nick Smart 020 8545 3064Principal Environmental Planner [email protected] & RegenerationLondon Borough of Merton

Ethnic Minority Housing Strategy Angela Chu 020 8545 3619Principal Housing Policy Officer [email protected] & Social ServicesLondon Borough of Merton

Health Improvement Programme Jatinder Bhuhi 020 8545 3440Health Partnership Officer [email protected] ExecutivesLondon Borough of Merton

HECA Progress Report Annette Acik 020 8545 3029Principal Environmental Health Officer [email protected] & RegenerationLondon Borough of Merton

Homelessness Strategy Michael Furnival-Adams 020 8545 4155Principal Housing Strategy Officer [email protected] & Social ServicesLondon Borough of Merton

Housing Needs Survey and Update Michael Furnival-Adams 020 8545 4155Principal Housing Strategy Officer [email protected] & Social ServicesLondon Borough of Merton

43



Housing Revenue Account Business Keith Marshall 020 8545 3722Plan Housing Stock Manager [email protected]

Housing & Social ServicesLondon Borough of Merton

Learning Disabilities Housing Strategy Julie Phillips 020 8545 3967Planning Commissioning Officer, [email protected] & Social Services,London Borough Of Merton

Local Agenda 21 Action Plan Adrian Hewitt 020 8545 3457Principal Environmental Officer [email protected] & RegenerationLondon Borough of Merton

London Housing Strategy Government Office for London 020 7217 3328www.go-london.gov. uk/housing/index.asp

Neighbourhood Renewal Strategy Joanna Switalska 020 8545 3233Regeneration Manager [email protected] & RegenerationLondon Borough of Merton

Private Sector Housing Strategy Michael Furnival-Adams 020 8545 4155Principal Housing Strategy Officer [email protected] & Social Services [email protected] Borough of Merton

Race Equality Action Plan Monica Wambu 020 8545 3864Equalities Policy Officer [email protected] ExecutivesLondon Borough of Merton

44



South West London Housing Strategy Michael Furnival-Adams 020 8545 4155Principal Housing Strategy Officer [email protected] & Social ServicesLondon Borough of Merton

Supporting People Strategy Eileen Nutting 020 8545 3841Supporting People Manager [email protected] & Social ServicesLondon Borough of Merton

Tenant Participation Compact Lesley Smith 020 8545 3618Tenant Participation Manager [email protected] & Social ServicesLondon Borough of Merton

Unitary Development Plan Steve Cardis 020 8545 3060Principal Planner [email protected] & RegenerationLondon Borough of Merton


45

Merton's Community This includes two priority issues within which housing has a key role:Plan ● The introduction of programmes to reduce fuel poverty for those in public housing from 35% to 10%;

● To promote the development of communities and a sense of neighbourhood.The Housing Service is actively involved in the development of the Corporate Neighbourhood Renewal Strategy.We are also committed to eliminating fuel poverty in Council homes by 2010.(Strategic Priority 3 and 4: Improving Housing Conditions and Developing Sustainable Communities).

Crime and Disorder This has clear implications for housing in the area of community safetyReduction Strategy (Strategic Priority 4: Developing Sustainable Communities).2002/05

Supporting People The Housing Service has a central role in the provision of appropriate accommodation with support. Our housing Strategy strategy sets targets to maximise housing and support options and choice for homeless households.

(Strategic Priority 2: Supporting Vulnerable People and Preventing Homelessness).

Children's Services The provision and retention of accommodation is a key issue for looked after children and families with support Plan needs.

(Strategic Priorities 1 and 2: Increasing the Supply of Affordable Housing and Supporting Vulnerable People and Preventing Homelessness).

LA21 Action Plan This plan encompasses the Council's commitments to energy, protection of the environment and the development of sustainability across the services of the Council and in the borough. In writing the Housing Strategy we note the lead promoted by government and the Housing Corporation in promoting an environmental agenda and the conceptof sustainability in housing development. Our housing strategy has also adopted sustainability targets from the Energy Bill (2002) to ensure that 10% of energy sources come from renewable sources by 2010.(Strategic Priorities 3 and 4: Improving Housing Conditions and Developing Sustainable Communities).

Appendix 3

Related Strategic Plans of the Council


46

Unitary Development The Plan contains policies for housing provision and the supply of affordable housing in the borough in the context Plan (UDP) of overall development. Key features include:

● Encourage the re-use and re-cycling of urban land to provide housing development.● Support for improvement of housing.● Requirements for provision of affordable housing within new housing developments.● Encouragement for new dwellings to be built to Lifetime Homes Standards.● Objectives for housing development for people with physical disabilities.● Objectives for suitable accommodation for homeless people.● Promotion of sustainable housing development.(Strategic Priorities 1, 2, 3 and 4 all support the UDP objectives: Increasing the Supply of Affordable Housing, Supporting Vulnerable People and Preventing Homelessness, Improving Housing Conditions, and Developing Communities)

Local Strategic The partnership seeks to develop multi-agency working to address community regeneration and to attract funding. Partnership In supporting neighbourhood renewal, our housing strategy encourages multi-agency working to tackle social

exclusion and community safety.(Strategic Priority 4: Developing Sustainable Communities)

Economic This reflects the role of housing markets in the economic well-being of the borough and the sub-region. We areDevelopment Strategy committed to improving access to affordable housing (Strategic Objective 1), investing in the borough's housing stock

to improve housing conditions (Strategic Priority 3), and supporting neighbourhood renewal (Strategic Priority 4) all ofwhich contributes to a healthy local economy.

Housing Revenue A separate business plan for Council housing in Merton is being published in summer 2004. That plan sets out Account (HRA) short, medium and long term projections for Council housing as a social business but also focuses on theBusiness Plan 2003 performance of the Council as a landlord. A major aim of the plan is to examine the best way to get more

get more money for Council housing as well as looking at value for money with the service at the moment. This housing strategy has been drafted in tandem with the Council housing plan and reflects the directions that the Council can take as the largest landlord in the borough.(Strategic Priorities: all 5 apply)


47

Homelessness A multi-agency plan for addressing homelessness in the borough was completed and published in July 2003. Its Strategy 2003-2008 focus is on early intervention and prevention of homelessness and seeks to meet the housing and support needs of

the homeless. Our housing strategy incorporates the priorities and targets of the Homelessness Strategy.(Strategic Priority 2: Increasing Housing Choice)

Ethnic Minority An Ethnic Minority Housing Strategy has been developed in 2003 through strong partnerships with local community Housing Strategy organisations. Its aim is to improve the responsiveness and sensitivity of housing provision for ethnic minority

communities in the borough.This aim is incorporated in all of our housing plans this year e.g. to ensure that the needs of ethnic minority households who are homeless, or are at risk of becoming homeless are addressed, or that the needs of ethnic minority communities are considered within the development of new affordable housing, or in council housing to prove that the Council as the largest landlord in the borough has services sensitive to ethnic minority residents and records action of service delivery within a fair and accessible system that is transparent in the way the services are delivered to all parts of the community.(Strategic Priorities 1, 2, 4 and 5: Increasing the Supply of Affordable Housing, Supporting Vulnerable People andPreventing Homelessness, Developing Sustainable Communities, and Delivering through Effective Partnerships)

Capital Strategy & Plans for capital spending and asset management for the whole Council have been set to reflect the overriding Asset Management priorities of the Council and the Housing Service with its agenda represented within that arena. The financial Plan resources underpinning this housing strategy have been developed through the corporate capital and asset

management approach where corporate resources form part of the decision-making process.(See the Resources section in Part 2 of this strategy.)

Risk Management A Risk Management Working Group has undertaken an audit of housing services identifying the relative level of risk Action Plan in all areas of the Housing Service and this forms part of the Council's overall position to risk and planning to target

the highest levels of risk. From the housing perspective we have developed an action plan on risk that is integrated into our service planning and into the production of the Housing Service Plan and associated plans.


48


49


50

33


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