TRAFFORD COUNCIL
Report to:
Date:
Report for:
Report of:
Executive
15th June 2009
Decision
Executive Member for Economic Growth, and Director of
Environment
Report Title
Housing Strategy 2009 – 2012
Summary
This new Housing Strategy expresses the Council’s role and responsibilities regarding
housing and housing services. It is based on robust evidence and consultation with a
wide range of partners. The Strategy makes appropriate links to all relevant Council
policies and initiatives and National and Regional Strategies.
The Delivery Plans are intended to address the complex housing needs of Trafford
residents over the next three years.
Recommendation(s)
That the Executive approves the Housing Strategy 2009 – 2012 and integral Delivery
Plans as a basis for future priorities and implementation.
Contact person for access to background papers and further information:
Name: Richard Morris, Programme Manager for Affordable Housing
Extension: 912 5776
Background Papers:
1. Trafford Housing Strategy 2009 – 2012
2. Delivery Plans
3. Executive Summary
Background
1. Background
1.1 The Council’s current Housing Strategy 2005 – 2008 achieved Fit For Purpose
status in 2005 from the Government Office North West. The integral Action Plan
contained objectives which require reviewing because they have been met or been left
behind by changes in the housing market and wider economy.
1.2 In October 2008 consultants GVA Grimley were appointed to review and update
the Housing Strategy.
1.3 This work was carried out in close consultation with a steering group consisting of
Council Officers and the Chief Executive of Tung Sing Housing Association.
1.4 The consultants carried out a wide ranging desktop review of related documents,
ensuring that the strategy corresponds to the priorities of the Regional Spatial
Strategy, Regional Economic Strategy, and the Regional Housing Strategy. The
consultants when appointed had just completed the AGMA Greater Manchester
Housing Market Assessment, and so had access to an overarching vision of housing
across the Region and sub – Region. The new Housing Strategy compliments the
Sustainable Community Strategy and statutory Local Development Framework.
2. Housing Strategy 2009 – 2012 – Challenges and Opportunities
The following are the key challenges and opportunities (Executive Summary pages 4
– 5):
2.1 Affordability – waiting lists continue to rise across the Borough, illustrating the
high level of housing need. Whilst progress has been made in increasing the provision
of new affordable housing, this is still failing to keep pace with demand.
2.2 Meeting Future Household Demand – the Borough, like many parts of the
country, is forecast to see an uplift in the number of households, whilst the outturn of
new houses is anticipated to fall as a result of current issues around access to finance
and market confidence. In order to deliver against the Growth Point aspirations, new
and innovative approaches to delivery, including the use of Council assets, built on
strong partnership working with the private sector, will be critical over the lifetime of
this Strategy.
2.3 A Borough of Contrasts – examining house prices, socio-economic
circumstances, and a raft of other indicators clearly illustrates the stark differences in
terms of quality of life and quality of place across the Borough. There is a continued
need for policy to ensure that new growth is managed to address this imbalance in a
positive manner, delivering ‘neighbourhoods of choice’ across both Northern and
Southern Trafford. An important component of the delivery of balanced housing
markets across Trafford will be a sustained emphasis on encouraging the
development of family housing in all tenures.
2.4 Delivering Managed Growth – continuing to improve the housing market of
Trafford will require a substantial commitment by all partners to enabling a process of
managed growth. This is likely to represent a long - term challenge, but it is important
that the Strategy and emerging Planning Policy puts in place a strong framework to
realise this ambition.
2.5 Promoting Quality and Sustainability – the quality of many of Trafford’s towns
and neighbourhoods contribute towards the Borough being viewed as a desirable
place to live and work. Ensuring that all new development contributes positively in
terms of its build quality and the legacy it will leave is an important objective. It is
important that growth is coupled with the development of the Borough’s social and
transport infrastructure to enable the sustainable growth of its settlements and the
retention of its valued characteristics and positive external perception. Improving
existing stock in all tenures and continuing to return empty properties into habitable
homes represents an important challenge in raising the quality of the existing housing
stock across the Borough.
2.6 Meeting the Needs of Vulnerable Households – Trafford is forecast to witness
an increase in its older person population which will continue to place pressure on
existing suitable housing stock. Other vulnerable groups, including young people,
continue to ‘slip through the net’ and further work is required to focus on the quality
and co - ordination of services which they are able to access. This will require an
ongoing commitment to engagement and partnership working between service providers.
2.7 The new Strategy states: “We aim to give everyone in Trafford the chance to live
in an affordable, decent home of their choice in a thriving and secure neighbourhood.”
2.8 Housing Strategy 2009 – 2012 - Strategic Priorities
The Housing Strategy will seek to achieve this by addressing the following strategic
priorities (Executive Summary page 6):
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



Affordability and access to housing
Housing’s contribution to economic development
Promoting quality and sustainability
Strong neighbourhoods and cohesive communities
Housing for vulnerable people
2.9 Delivery Plans
Three Delivery Plans outline the tasks required in order that the above priorities are
achieved:



Affordability and Access to Housing
Private Sector Housing
Quality of Life and Social Inclusion
2.10 More information concerning the above priorities and the key objectives of the
Delivery Plans can be found in the background papers.
3. Conclusions
3.1 The Delivery Plans which accompany this Strategy set out milestones and targets
for delivering against the Strategic Priorities and the linked objectives. These also
outline key partners associated with the Strategic Priorities and the linked objectives
and therefore signpost a clear route for delivery.
3.2 These Delivery Plans will contribute towards, and link with, the Local Area
Agreement (LAA). In line with the stipulations within the LAA, these delivery plans
include appropriate tracking of performance at six monthly intervals.
3.3 The delivery of the Housing Strategy and the linked Delivery Plans will continue to
be the responsibility of the Strategic Housing Partnership. This forum represents the
principle way in which major stakeholders within the Borough with an interest in
housing are brought together, and is therefore the focus for strategic housing activity.
3.4 Taking the Strategy forward to delivery will require a strong process of Partnership
working. A clear hierarchy is therefore required between the champions of the
Strategy, responsible for its day–to-day delivery and circulating its principles and
messages, and the key delivery partners.
Financial Impact:
None directly from this report
Gershon Efficiency Savings:
Legal Impact:
None
Helps to deliver the Sustainable Community
Strategy and shape the Local Development
Framework, and to meet Homelessness and Race
Equality duties.
Human Resources Impact:
Asset Management Impact:
From within current resources
Some Council land and property may be the
subject of sale and development for housing
purposes
None
None
None
E-Government Impact:
Risk Management Impact:
Health and Safety Impact:
Other Options
This Strategy addresses the housing challenges facing the Borough. Failure to
implement the Strategy is likely to result in insufficient housing and housing services,
causing problems of overcrowding and homelessness, and hardship for
disadvantaged vulnerable households. The Council will have difficulties achieving
targets set out in a range of other documents, such as the Sustainable Community
Strategy.
Consultation
The consultants held 2 stakeholder events, which included workshops. The comments
captured in these workshops were fed into the draft housing strategy documents. One
to one interviews were conducted with partners and stakeholders, as well as with
Council Officers including the Chief Executive and relevant specialist teams. This
information was fed into the draft documents. A comprehensive review of Council
strategy documents and policies was carried out, and links have been identified
between this Strategy and other relevant Council priorities and documents.
A list of all the organisations, agencies, and Council services who have been involved
in this process are named and thanked at the start of the document, and all
documents which have been consulted are referenced.
Reasons for Recommendation
That the Executive approves the Housing Strategy 2009 – 2012 and integral Delivery
Plans as a basis for future priorities and implementation. This will contribute to
improving the quality of life for Trafford residents and also to meeting the aims of the
Sustainable Community Strategy.
Key Decision
This is a key decision currently on the Forward Plan: Yes
Finance Officer Clearance JS………………
Legal Officer Clearance JL………………
CORPORATE DIRECTOR’S SIGNATURE
To confirm that the Financial and Legal Implications have been considered and the Executive
Member has cleared the report.