Trafford Housing
Strategy
2009 – 2012
May 2009
Trafford Council
The Housing Strategy
Contents
1.
Executive Summary .................................................................................................. 3
THE HOUSING STRATEGY IN CONTEXT
2.
The Role of the Housing Strategy ......................................................................... 16
3.
Understanding Trafford’s Housing Market........................................................... 26
STRATEGIC PRIORITIES
4.
Affordability, and Access to Housing ................................................................... 46
5.
Housing’s Contribution to Economic Development – A Growth Agenda ......... 55
6.
Promoting Quality and Sustainability ................................................................... 61
7.
Strong neighbourhoods and Cohesive Communities......................................... 67
8.
Housing for Vulnerable People.............................................................................. 76
IMPLEMENTATION AND DELIVERY
9.
A Strong Focus on Delivery ................................................................................... 84
10.
Monitoring and Review........................................................................................... 98
Appendix 1 – Consulted Documents
March 2009
Trafford Council
The Housing Strategy
Acknowledgements
Trafford Council would like to extend its most sincere thanks to the following colleagues and
organisations that have contributed to the process of producing the Trafford Housing Strategy
2009-2012:
May 2009
•
Adactus Housing Group
•
Trafford Council – Adaptations
•
Adullam Homes
•
•
Anchor Retirement Housing
Trafford Council – Children & Young
People’s Service
•
Arawak Walton Housing Association
•
Trafford Council – Community Safety,
Culture & Sport
•
Crosby Lend Lease
•
•
Greater Manchester Police
Trafford Council – Economy, Policy &
Partnerships
•
Great Places Housing Association
•
Trafford Council – Education
•
Harrisons Estate Agents – Urmston
•
•
Harvest Housing Association
Trafford Council
Services
•
Homes & Communities Agency (HCA)
•
Trafford Council – Finance
•
Irwell Valley Housing Association
•
Trafford Council – Housing Renewal
•
J P Real Estate
•
Trafford Council - Housing Standards
•
Longsight & Moss Side Community
Project
•
Trafford Council – Housing Strategy
•
Trafford Council - Older People’s
Services & Adult Social Services
•
Trafford Council - Planning
•
Trafford Council - Regeneration
Trafford Council - Strategic Planning
•
Trafford Council - Supporting People
•
Trafford Council – Youth Offending
•
Trafford Housing Trust
•
Tung Sing Housing Association
•
URBED
•
Villafont Homes
•
Manchester Care & Repair
•
Manchester City Council – Housing
Strategy
•
Planning Bureau
•
Plumlife
•
St Vincent’s Housing Association
•
Turley Associates
•
Salford City Council
•
Trafford Care & Repair
•
Trafford Carers Centre
–
Environmental
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Trafford Council
The Housing Strategy
Foreword
This document is the updated Housing Strategy for the Borough. It is a robust document,
addressing current housing issues, and looking forward to 2012.
The update has been carried out during difficult economic conditions which have
impacted upon the housing market in Trafford. Falling house prices, a building
slowdown, and an increasing number of people on the housing waiting list will pose
particular challenges in the lifetime of this strategy.
The Strategy proposes actions to meet the housing needs of the people of Trafford, in
healthy, safe, and secure neighbourhoods. The main priorities are affordable housing,
private housing, social inclusion and quality of life, and sustainable communities. All
propose targets over the next 3 years. These targets have been set after wide
consultation with partners and stakeholders, who will be key in helping to meet these
targets in partnership with the Council.
This strategy, along with others such as the Sustainable Community Strategy and Core
Strategy provide the framework with which the Council and others will deal with the
increasingly complex housing issues which we all face.
As the Executive Member for Economic Growth I am confident that this strategy will play
its part in shaping the future of housing in Trafford, and on behalf of the Council I look
forward to working with others to deliver its outcomes over the next 3 years.
Councillor Michael Cornes,
Executive Member for Economic Growth
May 2009
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The Housing Strategy
1.
Executive Summary
1.1
The publication of this update of the Housing Strategy comes at a pivotal and exciting time for
the Borough. The wider housing market, and indeed the economy, is currently undergoing
dynamic changes which will ultimately lead to the emergence of a new framework within
which the Strategy will operate.
1.2
Trafford is well placed to respond to these changes and take a leading role in addressing new
challenges. Realising the value of emerging opportunities to adopt innovative approaches to
both the delivery of new homes and associated services and the renewal of its existing
housing stock is an important ambition of this Strategy.
1.3
The Borough’s identification as a Growth Point authority, one of four within the Greater
Manchester Growth Point1, reflects the ambition of the Council and its Partners to be at
the forefront of national initiatives to address housing delivery and the development of
sustainable communities. It is important that this status is reflected in the Borough’s relative
position within Greater Manchester and across the North West Region and that the Council
strengthens its capacity to deliver and develop against its ambitions.
The Role of the Housing Strategy
1.4
The Housing Strategy represents the Council’s response to delivering against its role and
responsibilities regarding housing and housing services.
1.5
The Strategy, whilst setting a clear framework as to how Trafford is currently responding to
delivering against this role, also recognises and emphasises areas where it can, in
partnership with local and regional Partners, improve its service delivery role against the new
ambitious agenda around which this Strategy is based. Indeed the Strategy underlines the
importance of elevating Trafford’s position within the Sub-Region advocating that the Borough
take a leading role on Housing matters within Greater Manchester.
1.6
The Housing Strategy itself is not a statutory document; however, it plays a complementary
role alongside the emerging statutory Local Development Framework (LDF) and will form an
important contribution towards the development of sub-regional Strategy across Greater
Manchester. For Trafford Council and the Local Strategic Partnership it also represents a core
1
Note: The other three authorities being, Manchester, Salford and Bolton
May 2009
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The Housing Strategy
strategic document in delivering against the overall vision for the Borough established within
the Community Strategy Trafford 2021: A Blueprint.
Our Housing Vision
“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”
1.7
This Strategy sets out our principal strategic priorities for delivering against this Vision. In
informing these priorities it also sets out our understanding of the challenges facing the
Borough and stresses the importance of ongoing monitoring against the objectives which sit
beneath the priorities to ensure that the Strategy continues to reflect current, as well as new
and emerging, opportunities and challenges.
Challenges and Opportunities
1.8
Trafford MBC and Partners have significantly enhanced the evidence base to inform this
Strategy. This evidence base represents a significant asset, providing an insight to what is
driving change in the housing market – change to which this Strategy responds.
1.9
Whilst the Strategy looks in some detail at reviewing the challenges and opportunities facing
the Borough a number clearly stand out in terms of their scale and relevance over the next
three years:
•
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 and with the UK economy
entering a period of recession this mis-match of supply and demand is only going to
become more pronounced.
•
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. Trafford’s inclusion and role within the Greater Manchester Growth Point
partnership underlines its commitment to addressing this objective. 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.
May 2009
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•
The Housing Strategy
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.
•
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. It is important that improvements to the wider fabric of Trafford, including the
physical and social infrastructure, accompany and indeed are facilitated by the realisation
of housing development opportunities. 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.
•
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 stock across the Borough.
•
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 the young 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.
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The Housing Strategy
Strategic Priorities
1.10
The Strategy has established Five Strategic Priorities which will shape service delivery and
the allocation of funding regarding Housing Services and Strategy across the Council. Each of
these Strategic Priorities have linked objectives which address and respond to the identified
challenges and opportunities over the lifetime of the Strategy.
1.11
The five Strategic Priorities are illustrated below.
Figure 1.1: Trafford Housing Strategy – Strategic Priorities
May 2009
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The Housing Strategy
Strategic Priority 1 – Affordability and Access to Housing
1.12
Ensuring that all of Trafford’s residents are able to access a choice of homes is a core
principle of this Strategy. The affordability of housing and the different tenure choices
available to residents form an important component of ensuring that the housing offer across
the Borough meets the needs of current and future residents.
1.13
Addressing affordability issues represented a core theme of the previous Housing Strategy,
however, this Strategy recognises that the underlying drivers of accessing housing have
broadened and become increasingly complex. In the short-term it is critical that Trafford leads
the way in implementing new government initiatives and funding streams to both develop new
affordable housing and support existing owner-occupiers facing mortgage pressures.
1.14
Trafford is also planning for the longer-term through its Core Strategy and has recently
completed an Economic Viability assessment to inform its emerging policies. These will
clearly set out a framework for delivering a greater number of affordable units across the
Borough to address the widening gap in provision. The delivery of affordable housing,
including both social renting and intermediate products, will require close partnership working
between both private and public partners and will form an important component of the
development of new delivery mechanisms in partnership with the HCA.
1.15
The Housing Strategy supports the implementation of the Trafford Homelessness Prevention
Strategy, recognising its priorities and supporting the delivery of its proposed actions. This will
continue to include the priority placed on addressing youth homelessness and encouraging a
pro-active approach to addressing homelessness at its root.
Strategic Priority 2 – Housing’s Contribution to Economic Development – A
Growth Agenda
1.16
Trafford’s housing offer, the choice and quality of housing available, is important to
maintaining the success of its economy. Ensuring that businesses continue to attract suitable
employees is vital to their ongoing competitiveness, with housing an important component in
continuing to ensure the provision of a balanced workforce which is sufficiently adaptive and
skilled.
1.17
From another perspective the development of housing and the range of skills and jobs this
creates is an important component of the wider economy. The construction sector and
associated sectors of employment will continue to have an important role to play in ensuring
that the Borough’s economy continues to thrive.
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Trafford Council
1.18
The Housing Strategy
The delivery of the Growth Point initiative represents an important challenge for Trafford and
reflects its wider ambitions to meet the demand pressures it faces from an increasing
population. An increase in the delivery of housing will need to be carefully managed through
planning policy and strategy. Growth will need to be used to facilitate the creation of more
‘balanced’ housing markets across the authority with a continued focus required on delivering
new development which complements existing neighbourhoods and assists in creating mixed
and sustainable communities. This will include the delivery of new family housing across the
Borough, of different tenures, and the strengthening of its town centre residential markets.
1.19
In order to match the Council’s ambitions for a managed growth of its housing offer there will
be a need to consider a range of new delivery mechanisms and approaches to utilising assets
by both the Council and its public and private sector partners. This will be an important step in
the delivery of this Strategy and the emerging Core Strategy.
Strategic Priority 3 – Promoting Quality and Sustainability
1.20
Whilst the first two Strategic Priorities have focussed on developing and growing the housing
offer to enable greater choice for the residents of Trafford, it is equally important that high
benchmarks are sought in terms of the quality of both new and existing housing.
1.21
The delivery of quality housing has a far-reaching effect and impact on the neighbourhoods
within which it is located. High quality development assists in ensuring the development of
vibrant and attractive neighbourhoods which create and establish a positive legacy which has
countless associated social and economic benefits. Quality standards apply to not only new
development but also existing properties. Addressing the issue of standards and conditions
within the existing private rented sector is a core area of focus over the lifetime of this
Strategy. These properties represent an integral component of meeting demand and need in
the future and realising their contribution to this goal is equally as important as enabling new
development.
1.22
The delivery of quality housing products needs to be complemented by a sustained emphasis
on delivering growth in a sustainable manner, both in terms of the patterns of development
and the products delivered. Indeed as a growing Borough, economic and housing demand
pressures, without careful management could lead to less sustainable outcomes. This Priority
therefore reflects the Councils ambitions to continue to put in place measures which will
enable sustainable patterns of development across the Borough.
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1.23
The Housing Strategy
The Strategy promotes the use of innovative environmentally friendly construction methods
and opportunities to embed renewable energy technologies within development therefore
reducing overall energy consumption and the impact on the environment.
1.24
In the context of the Housing Strategy this commitment to quality needs to also apply to the
delivery of housing and related services and this represents a core objective of the Strategy.
Strategic Priority 4 – Strong Neighbourhoods and Cohesive Communities
1.25
The creation of strong neighbourhoods and cohesive communities lies at the heart of planning
and regeneration policy being advanced across the Borough. This Housing Strategy is
intended to place the people of Trafford first and ensure that the house in which they live and
the neighbourhood in which it is located meet their current needs and future aspirations.
1.26
The neighbourhoods in Trafford vary considerably in terms of their housing and socioeconomic characteristics. In the southern parts of the Borough Trafford contains some of the
most sought after locations in the north of England. These are considered ‘neighbourhoods of
aspiration’ as a result of their high quality environment, connections to areas of high value
employment and the quality of the housing stock. In contrast, there are also concentrations of
neighbourhoods and estates, particularly in the north which are, based on national indicators
of deprivation, some of the most disadvantaged in the country.
1.27
The delivery of a balanced and quality housing offer, a core aim of the first three Strategic
Priorities, is an integral element to the delivery of neighbourhoods and communities that will
continue to represent areas in which residents aspire to live. It is vital, alongside the delivery
of an improved ‘housing offer’ that other elements which also contribute to creating
‘neighbourhoods of choice’ are also delivered in tandem. Creating strong neighbourhoods
requires the delivery of more than simply delivering improvements to the existing housing offer
or the addition of new housing development. Delivering complementary improvements to the
social infrastructure (schools, health facilities, leisure and retail facilities) is critical to fostering
the ongoing development of genuine sustainable communities.
1.28
Alongside regeneration projects and development across Trafford there is a need to address
empty homes across all parts of the Borough to ensure that they both contribute to meeting
the evidenced need for housing and do not continue to represent a ‘blight’ on otherwise well
performing neighbourhoods.
1.29
Equally important is ensuring that residents and stakeholders are fully involved in the process
of change and development. This requires a sustained commitment to active engagement of
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The Housing Strategy
all parts of the community including those who are often considered more ‘hard to reach’. This
is an important element of developing a sense of community cohesiveness in those
neighbourhoods where this is currently absent. This Strategic Priority also emphasises the
importance of ensuring that housing and services meet the needs of the increasingly culturally
diverse population of Trafford.
Strategic Priority 5 – Housing for Vulnerable People
1.30
This Strategy continues to recognise the importance of delivering and promoting services
which meet the needs of the Borough’s diverse and vulnerable communities. Fundamentally
this will require a commitment to actively promoting cross-service delivery and partnership
working to maximise interventions using the resources available.
1.31
Regionally the Housing Strategy recognises the three categories of vulnerable people defined
by the CLG. These being: people seeking to maintain independence with support; people
requiring support with care and people who are socially excluded.
1.32
The Trafford Supporting People Programme offers vulnerable people the opportunity to
improve their quality of life and the ongoing delivery of its services represent an important
component of delivering against this Strategic Priority.
1.33
The Strategy emphasises the importance of continuing to plan for the current and future
needs of Trafford’s growing elderly population. An important principle is the need to continue
to promote the principles of Lifetime Homes and Building for Life within new development in
order to ‘future-proof’ the new generation of housing planned within the Borough. This will
significantly reduce future costs for adaptations and enable the ongoing construction of stable
communities.
1.34
The Strategy promotes the need for new extra-care residential facilities, which are required to
enable the Borough to meet the needs of those households requiring extensive housing
support, including people with dementia. Catering for the needs of households across Trafford
with physical and/or learning disabilities represents an important challenge which will require
further partnership working between key delivery organisations in the future. The Strategy
also recognises the importance of delivering accommodation which caters directly for the
needs of young households, providing complementary services to enable them to live
independently.
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Trafford Council
1.35
The Housing Strategy
Each Strategic Priority has a number of linked objectives.
Figure 1.2: Strategic Priorities and Objectives
Strategic
Priority
Objective
1a Deliver more affordable homes
SP1 Affordability,
and Access to
Housing
1b Ensure that the delivery of affordable housing contributes towards creating mixed-tenure
communities and addresses the needs of the Borough's diverse communities
1c Continue to monitor housing needs at a local and sub-regional level
1d Work with all Agencies to continue to prevent homelessness wherever possible
1e Present a clear one-stop shop approach to signpost households to assistance available to deal with
changing household circumstances
SP2
Housing's
Contribution
to
Economic
Development - A
Growth Agenda
2a Ensure the delivery of a level of new housing which is appropriate and supports economic
development ambitions
2b Continue to ensure that development works to achieve a more 'balanced' housing offer across the
Borough
2c Ensure that Trafford leads the way in establishing a strong process of joint working between private
sector housing developers and landowners and the public sector
3a Continue to work with Trafford Housing Trust and Registered Social Housing Provider partners to
ensure that progress to date on delivering Decent Homes is maintained and that targets are met through
the lifetime of this Strategy
SP3
Promoting
Quality
and
Sustainability
3b Ensure the introduction of a landlord accreditation scheme to ensure that quality standards in the
private rented sector reflect stock in other tenures, including social rented properties
3c Continue to work with developers and Registered Social Housing Providers to ensure that new
housing uses innovative build solutions and has a minimum impact on the environment and adheres to
the timetable of implementing Code for Sustainable Homes Standards as set by the Government
3d Encourage the development of sustainable travel patterns and transport solutions alongside the
development of new housing and employment sites across the Borough
3e Ensure that corporately Trafford MBC promotes the delivery of quality services and improves
customer satisfaction
4a Through planning policy ensure that appropriate neighbourhood infrastructure, services and facilities
are funded through development to meet the needs of existing and new communities
4b Continue to promote the regeneration of those priority areas and neighbourhoods identified through
emerging planning policy to create strong neighbourhoods of choice
SP4
Strong
Neighbourhoods
and
Cohesive
Communities
4c Implement the actions set out within the Empty Homes Strategy to ensure that the current stock
across Trafford contributes positively to meeting objectives set out within the other Strategic Priorities
and odes not impact negatively on existing neighbourhoods
4d Continue to deliver schemes that reflect the cultural diversity of communities
4e Ensure that a wide range of community groups are represented in accordance with the Council's
adopted Statement of Community Involvement (SCI)
4f Develop a Gypsy and Traveller Accommodation Strategy for Trafford
5a Promote choice by providing housing services which promote health, independence and capacity
SP5 Housing for
Vulnerable People
5b Through the provision of new housing stock meet current shortfalls in the provision of housing which
meets the needs of identified vulnerable household groupings including older person households
5c Continue to encourage cross-department delivery to ensure that packages of services are tailored to
the individual's requirements
5d Engage hard-to-reach groups across the Borough and ensure access to information and support
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The Housing Strategy
Delivery and Implementation
1.36
The Strategy places a significant emphasis on the importance of both Partnership working
and the adoption of new and innovative approaches to achieve successful delivery against the
objectives set. The current market presents a significant challenge to delivering both housing
development and to a lesser extent housing services. It is anticipated that the levels of
resources available will fall over the lifetime of the Strategy with key resources such as S106
contributions and Capital receipts leaving significant gaps which are unlikely to be fully filled
by public sector investment.
1.37
New delivery mechanisms will therefore need to be considered to leverage in new resources.
This will involve close working with key national Partners including the Homes and
Communities Agency. Trafford’s assets, including its elevated profile through the Growth Point
initiative, and the comparatively strong performance of markets within the authority, present
an important opportunity for Trafford to advance and pilot new delivery approaches.
Essentially this will require a strong Champion to drive forward Housing Priorities over the
next three years. This is likely to require a strengthening and refreshing of the Strategic
Housing Partnership who will remain responsible for the delivery of the Strategy and also a
process of reorganisation and review of Council Teams and Resources directly involved in
implementing the Strategy.
1.38
Reflecting the emphasis placed on partnership working the Strategy identifies a number of
core partner organisations that will provide an important role in assisting in the delivery of the
Housing Strategy. It is important to acknowledge the breadth and scope of these
organisations, reflecting the holistic approach to delivering housing services and growth
outlined within this Strategy. It is likely that as the Strategy develops this list of organisations
will continue to grow and expand as new partnerships are formed.
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Figure 1.3: Partners involved in Delivering the Housing Strategy
1.39
Accompanying the Housing Strategy are three Delivery Plans, these cover the following
themes:
May 2009
•
Affordability and Access to Housing
•
Private Sector Housing (Quality and Quantity)
•
Quality of Life and Social Inclusion
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Figure 1.4: The Housing Strategy and Delivery Plans
1.40
The Delivery Plans will represent the principle reference point for monitoring and evaluating
progress against the Housing Strategy and will continue to be considered as ‘live’ documents
through the lifetime of the Strategy ensuring that the Council’s responses to its Strategic
Priorities remain responsive to change.
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THE HOUSING STRATEGY IN CONTEXT
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2.
The Role of the Housing Strategy
2.1
The publication of this update of the Housing Strategy comes at a pivotal and exciting time for
the Borough. The wider housing market, and indeed the economy, is currently undergoing
dynamic changes which will ultimately lead to the emergence of a new framework within
which the Strategy will operate.
2.2
Trafford is well placed to respond to these changes and take a leading role in addressing new
challenges. Realising the value of emerging opportunities to adopt innovative approaches to
both the delivery of new homes and associated services and the renewal of its existing
housing stock is an important ambition of this Strategy.
2.3
The Borough’s identification as a Growth Point authority, one of four within the Greater
Manchester Growth Point2, reflects the ambition of the Council and its Partners to be at
the forefront of national initiatives to address housing delivery and the development of
sustainable communities. It is important that this status is reflected in the Borough’s relative
position within Greater Manchester and across the North West Region and that the Council
strengthens its capacity to deliver and develop against its ambitions.
2.4
Principally the Trafford Housing Strategy establishes the local authority’s response to
delivering the overall vision for the Borough established within the Community Strategy
Trafford 2021: A Blueprint. Working to ensure that the housing needs of the residents of
Trafford are met and to make sure that homes in Trafford contribute to the creation of healthy,
secure and safe communities therefore lies at the heart of this Strategy.
Vision for 2021
“Trafford is thriving, diverse, prosperous and culturally vibrant. A Borough at the heart of the
Manchester City Region celebrated as the Enterprise capital of the North West and home to
internationally renowned cultural and sporting attractions”
2
Note: The other three authorities being, Manchester, Salford and Bolton
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Figure 2.1: The Trafford Community Strategy - Trafford 2021: A Blueprint Vision
2.5
As the Vision diagram illustrates the delivery of a quality housing offer which meets the needs
of all residents is a core strand of delivering against this vision for Trafford. The vision
established within the preceding Housing Strategy, which was developed with Trafford’s
Strategic Housing Partnership, is therefore retained for this updated Strategy:
Our Housing Vision
“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”
2.6
This Strategy sets out our principal strategic priorities for delivering against this Vision. In
informing these priorities it also sets out our understanding of the challenges facing the
Borough and stresses the importance of ongoing monitoring against the objectives which sit
beneath the priorities to ensure that the Strategy continues to reflect current, as well as new
and emerging, opportunities and challenges.
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2.7
The Housing Strategy
The Strategy sets out the framework for implementing service provision and policy
recommendations in order to deliver the required services and outputs to achieve against the
established priorities. A suite of Delivery Plans accompany this Strategy as illustrated below.
Figure 2.2: The Housing Strategy and Delivery Plans
Strategic Fit
2.8
This Housing Strategy sits within a wider strategic context which includes national, regional
and local housing policy. The Housing Strategy itself is not a statutory document; however, it
plays a complementary role alongside the emerging statutory Local Development Framework
(LDF).
2.9
The following diagram illustrates the suite of Strategies which inform and are informed by the
Housing Strategy. This section explores the core visions and objectives of these documents to
ensure that this Strategy is embedded within the wider framework of policy which has been
developed.
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Figure 2.3: Policy Influences / Strategic Fit
A National Housing Agenda
2.10
Nationally housing remains high on the Government’s political agenda. From 2000 to 2007 the
UK witnessed an unprecedented period of house price growth. National research, in particular
the Barker review of housing, outlined that the supply of new housing has over this period
failed to keep pace with increasing levels of demand.
2.11
The current economic context, and principally the condition of the major banks and lenders,
has had a dramatic effect on the housing market since the summer of 2007. The absence of
available mortgage finance and the apparent correcting of the housing market, in terms of the
unsustainable price uplift witnessed previously, has shaken the housing market to its core and
provided an unprecedented period of market uncertainty.
2.12
Planning Policy Statement 3 (PPS 3) represents a core component of the Government’s
guidance on the creation of sustainable communities and sets a planning framework against
which regional, sub-regional and local Housing Strategies and policies must respond.
2.13
Whilst written in a more positive market condition the principals of the Housing Green Paper,
Homes for the future, more affordable, more sustainable sit at the heart of current
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Government agendas on housing and responds directly to delivering against the principles of
PPS 3. This establishes a mission statement or vision in relation to national housing policy:
“We want everyone to have access to a decent home at a price they can afford, in a place
where they want to live and work… therefore, the strategic housing decisions we take
collectively over the next few years are critical to the life chances of the next generation.”
(Housing Green Paper, July 2007)
2.14
A number of proposals are set within the Green Paper against which this Housing Strategy
contributes:
2.15
•
More homes to meet growing demand;
•
Well-designed and greener homes, linked to good schools, transport and healthcare;
•
More affordable homes to buy or rent.
One of the principle initiatives launched through the Green Paper was the introduction of an
additional round of New Growth Points, to assist in the ambitious target of raising housing
supply figures to deliver 3 million new homes by 2020. Greater Manchester was confirmed as
a Second Round Growth Point in June 2008 and allocated funding resources to deliver
against its ambitious programme in December 2008. Trafford, along with Bolton, Manchester
and Salford, are identified within the Growth Point as having the capacity to deliver the
committed additional uplift in housing numbers.
2.16
This inclusion within the Growth Point programme places Trafford at the forefront of
delivering against the national agenda and represents a unique opportunity to deliver a
place-shaping agenda and utilise available funding to accelerate delivery and promote
innovative design and building.
2.17
This Strategy is written to respond directly to the objectives of the Homes and Communities
Agency (HCA), which is the national agency leading the delivery of homes and regeneration
in England. The objectives established within the founding legislation (Housing and
Regeneration Act 2008) directly relate to the national priorities outlined in the Green Paper
and the high level priority outcomes set out within the framework of national PSA targets. The
objectives are therefore:
•
Growth – To contribute to the delivery of housing growth to meet the needs of an
expanding number of households
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•
The Housing Strategy
Affordability – To secure the delivery of new affordable housing (for social rent and as
affordable home ownership) and to ensure that existing social rented stock is made
decent;
•
Renewal – To support and accelerate the regeneration of under-performing areas and the
renewal of deteriorating estates; and
•
Sustainability – To sustain and extend high standards of sustainability – economic, social
and environmental – across the Agency’s programme and the broader house-building
and development industries.
Review of the North West Regional Housing Strategy
2.18
At a regional level a new Regional Housing Strategy (RHS) is currently being finalised. The
production of a new Strategy reflects the significant change in approach required to reflect the
significant shifts in the market context from the production of the last Strategy in 2005. A draft
Strategy was produced for consultation in 2008 and 4NW, who are leading the production of
the Strategy, are currently in the process of responding to comments; the intention is to have
an adopted Strategy in 2009.
2.19
The RHS will sit alongside the RSS and the RES to create a coherent statutory regional
framework for planning. In line with the recommendations of the Sub-Regional Economic
Review these documents will represent the basis upon which a single Regional Integrated
Strategy will be developed.
2.20
In developing this Strategy 4NW have been engaged in the process to ensure that whilst the
timing of production does not directly align, this Strategy responds to the emerging priorities
and policy thrust being developed for the North West Region.
2.21
The intention is for the RHS to provide an overall vision and framework for the 5 sub-regions
(as set out in the RSS and including the Manchester City Region of which Trafford is a
component part) to work with their districts in establishing market interventions that will create
balance across their housing markets. This Strategy therefore responds to this aim and
utilises a consistent evidence base to arrive at the locally identified strategic priorities.
2.22
The overall vision of the North West RHS is:
“a balanced housing offer that supports economic growth, strengthens economic inclusion and
ensures that everyone has access to good quality, affordable housing in sustainable
communities”
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2.23
The Housing Strategy
Three connected objectives are identified to achieve this vision. These represent long-term,
high level housing objectives for the region against which shorter term priorities for action will
be established at district and sub-regional agenda. The strategic priorities set out within this
Strategy therefore respond directly to these regional objectives, the principles of which are
therefore embedded within its objectives. The Regional objectives are:
•
Achieving the right quantity of housing – by enhancing the RSS through establishing
a framework for sub-regional and district housing strategies, the RHS will help ensure:
new supply is appropriate to local markets, by getting the location, type, design, size and
tenure right; and that existing stock is used effectively.
•
Continuing to raise the quality of the existing housing stock – the RHS will provide a
further drive to ensure that our existing homes play a full role in raising the quality of
place and become part of neighbourhoods where people choose to live, work and invest.
•
Connect people to an improved offer by helping increase access to affordable
homes – The RHS looks to ensure that people have the opportunity to access housing
choices, that a wide range of tools and products are available to do this and that housing
plays a central role in encouraging economic activity.
A City Region Context – Greater Manchester
2.24
The Manchester City Region and the Greater Manchester authorities have clearly been at the
forefront of driving sub-regional policy and strategy development. Through the Northern Way
initiative the City Region has developed a strong Vision for the area, which links together the
importance of developing the quality of life and quality of place of an area with its economic
growth ambitions. Aspirations are that, by the year 2025, the Manchester City Region is
envisaged to be:
•
One of Europe’s premier city-regions, at the forefront of the knowledge economy with
outstanding commercial, cultural and creative industries;
•
World class, successfully competing internationally for investment, jobs and visitors;
•
An area where all people have the opportunity to participate in, and benefit from, the
investment and development of their city-region;
May 2009
•
An area known for, and distinguished by, the quality of life enjoyed by its residents; and
•
An area with GVA levels to match those of London and the South East.
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2.25
The Housing Strategy
In delivering against this vision Greater Manchester has one of the most advanced subregional partnerships in the country. This is contextualised in the Greater Manchester MultiArea Agreement (MAA).
2.26
The MAA sets out a number of clearly defined, inter-dependent building blocks, between the
Manchester City Region and partners in Government. The first building block presents a
commitment by AGMA to prepare a Strategic Plan for Greater Manchester. Once adopted this
Strategic Plan will provide an integrated framework against which policy priorities will be
determined and delivery and performance managed.
2.27
This Strategy will align spatial, economic and housing priorities in a single strategy,
embedding the Greater Manchester Strategic Plan within the Integrated Regional Strategy as
it develops. This Housing Strategy is clearly being developed in advance of this sub-regional
plan; however, it will be used to inform the development of the wider Strategy and will
represent the local housing priorities for Trafford.
2.28
Building Block 8 of the MAA directly relates to improving the housing offer within the City
Region and Meeting the Housing Needs of a Competitive City Region. This sets out the
following aspiration for housing:
“AGMA’s objectives are to create a balanced, high quality housing offer across Greater
Manchester to meet the rising aspirations of all its residents and to ensure they have access
to quality and affordable homes”.
2.29
The Greater Manchester Growth Point Programme of Development (2008) represents an
important component of delivering against this aspiration. Trafford will therefore play a primary
role in helping to improve the quality and range of housing in the sub-region to underpin
economic growth and support sustainable communities.
2.30
Trafford continues to play an integral role in the development of cross authority working
across Greater Manchester and are for example, an active member within the Greater
Manchester Local Authority Homelessness Group and will continue to assist in the
development of the sub-regional housing component of the Greater Manchester Strategic
Plan.
2.31
Trafford’s future role and responsibility in assisting with the development of sub-regional
strategy and policy is reinforced through its inclusion within the Growth Point. This Housing
Strategy reflects the sustained emphasis on, and importance of, maintaining sub-regional
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The Housing Strategy
partnership working and Trafford’s recognition of its responsibility in being a leading
participant in this process.
Connecting Policy and Strategy at a Local Level
2.32
As the introduction of this Chapter outlines this Housing Strategy is primarily aimed at
delivering against the vision set out within Trafford’s Community Strategy. The Strategy will
also deliver against the priorities established within the Corporate Plan.
2.33
Whilst this Strategy is not a statutory document it will sit alongside the Local Development
Framework, including the Core Strategy. Trafford is currently in the process of developing its
LDF beginning with the Core Strategy which will set out the spatial principles for development
across Trafford. Further Development Plan Documents (DPDs) will identify a suitable portfolio
of housing land allocations.
2.34
The Housing Strategy is also an important document in linking together a number of
Strategies which have been prepared or are due to be prepared which have a direct impact on
housing matters across the Borough. These include, for example, the recently published
Trafford Borough Council Homelessness Prevention Strategy 2008-2011 which responds
directly with the North West’s Regional Homelessness Strategy’s priorities.
2.35
In 2008 the Council finalised the development of its Local Area Agreement (LAA) which
represents the delivery chapter of the Community Strategy and a formal representation of the
relationship between Central Government and Local Government.
2.36
The indicators established within the LAA represent the principal outputs against which
progress will be monitored and reviewed. This Housing Strategy will contribute to the Borough
achieving progress against a number of the indicators, including Quality of Life and Economic
Development, however principally it will deliver against the core indicator of ‘net additional
homes provided’.
2.37
The Strategic Housing Partnership continues to play a critical role in bringing together all
stakeholders across the Borough with an interest in housing and remains the focus for
strategic housing activity in the Borough. This partnership has been engaged in the
development of this update to the Housing Strategy and will play a principle role in monitoring
its delivery over the next three years.
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The Housing Strategy
The Local Authorities Strategic Housing Role
2.38
The Housing Strategy represents a non-statutory document which clearly establishes how the
Council will deliver its Strategic Housing role and strive for excellence in its delivery of
services and policy.
2.39
At a national level the Housing Green Paper identified that that the strategic housing role is
made up of the:
“Strategic decisions and activities associated with effective planning and delivery to meet the
housing needs of all residents across all tenures”
2.40
This Housing Strategy therefore represents an important single point of reference for
understanding the Council’s response to delivering against its role and responsibilities
regarding housing and housing services.
2.41
Core roles and responsibilities for the Council are set out within the CLG Guidance document
The Strategic Role of Local Authorities: Powers and Duties. Principally it is the role of this
Housing Strategy to:
•
assess and plan for the current and future housing needs of the local population across
all tenures
•
make the best use of the existing housing stock
•
plan and facilitate new supply
•
plan and commission housing support services which link homes and housing support
services
•
work in partnership to secure effective housing and neighbourhood management on an
on-going basis
2.42
The Strategy whilst setting a clear framework as to how Trafford is currently responding to
delivering against this role also recognises areas where it can, in partnership with local and
regional Partners, improve its service delivery role and deliver against the new ambitious
agenda around which this Strategy is based.
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The Housing Strategy
3.
Understanding Trafford’s Housing Market
3.1
Since the publication of the last Housing Strategy for Trafford in 2005 a significant amount of
research has been undertaken examining the operation of the housing market, both within the
authority and within the wider Greater Manchester and North West context.
3.2
The findings of the research programme provide an insight to what is driving change in the
housing market – change to which this Strategy responds. This chapter provides a short
summary of the key issues which define the housing market in Trafford.
3.3
In summary this continues to reinforce the positive assets which the Borough enjoys in terms
of its competitive economy and the perception of the Borough as one of the most sought after
locations to live within Greater Manchester and even the north of England. Importantly though
it also highlights the fact that Trafford continues to be defined as a Borough of contrasts with
some of its neighbourhoods and estates nationally recognised as some of the most deprived
in the country. A balanced approach is therefore required to address the housing needs of
households across the Borough and to continue to grow its ‘housing offer’ in a managed and
planned way which complements and improves all neighbourhoods across Trafford.
3.4
It is against these broad challenges facing Trafford’s housing market and the more detailed
findings of the evidence base relating to specific demographic and cultural groups that a
series of Strategic Priorities and Objectives have been developed.
3.5
The Government has made it clear that housing markets and economies need to be
considered together when setting local strategies and policies. This will involve looking at the
level at which they operate and interact, rather than being constrained to administrative
boundaries. The summary of housing issues below therefore references the housing market
linkages to adjacent authorities and also benchmarks Trafford’s position against the subregion (Greater Manchester) and the North West region.
The Issues
A Review of the Evidence Base
3.6
Considerable resource has been placed in strengthening our understanding of the housing
market and conditions within Trafford. Since the production of the last Housing Strategy in
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The Housing Strategy
2005 the following studies and research programmes have been undertaken, either directly by
Trafford or jointly within our local authority partners in Greater Manchester and the region:
Regional & Sub-regional Evidence
•
A Review of the North West Regional Housing Strategy has been undertaken and
released for consultation in October 20083. This document provides a significant update
on the 2005 Regional Housing Strategy, recognising the evolution of the housing market
and the very different context, drivers and requirements that now face the region, and
sets a sound set of principles for the regional housing roles of the key agencies, subregions and local authorities. The document recognises the important role to be played by
housing Growth Points within the region in delivering accelerated housing supply over
and above Regional Spatial Strategy allocations over the next decade.
•
The Regional Spatial Strategy (RSS) for the North West, part of the statutory
development plan, was adopted in September 2008. The RSS provides a framework for
development and investment in the region, and establishes a broad vision for the region
and its sub-regions, priorities for growth and regeneration, and policies to achieve
sustainable development. The RSS establishes the distribution of regional housing
provision (from 2003) to 2021 to meet housing requirements. Trafford is required to
deliver 10,400 net units across this period, equating to 578 net units annually. The RSS
also sets out recommendations for spatial delivery of housing provision, and in Trafford
states that, ‘…except in that part of Trafford lying within or adjacent to the Regional
Centre, continued careful monitoring and management of housing provision will be
necessary to ensure that new housing development does not result in an adverse
cumulative impact on local and neighbouring housing markets. Provision should focus on
meeting local and affordable housing needs and support agreed local regeneration
strategies’4.
•
The North West Regional Homelessness Strategy was produced in 20085. The Strategy
sets out a number of strategic priorities and objectives to prevent homelessness, provide
more social settled accommodation, and develop plans and activities to establish a robust
framework for undertaking actions.
•
In 2006, The Manchester City Region Delivery Plan 2006 ‘Accelerating the Economic
Growth of the North’ was published by Manchester Enterprises – the economic
3
Review of the North West Regional Housing Strategy (October 2008) – North West Regional Assembly
North West of England Plan Regional Spatial Strategy to 2021 (2008) – Government Office North West
(GONW) p.71
5
North West Regional Homelessness Strategy 2008 (2008) – North West Regional Assembly (NWRA)
4
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The Housing Strategy
development agency for Greater Manchester6. The document sought to build on the first
CRDP produced and submitted to the Northern Way in 2005. It establishes a set of
priority actions for local, regional and national partners with the objective of accelerating
economic growth to maximise the potential of the city-region’s economy and accelerate
the economic growth rate of the North of England.
•
Strategic Housing Market Assessments (SHMA’s) have been prepared across the North
West region to provide consistent and current ‘snapshot’s’ of the housing market and
scenarios for future change. An SHMA was completed for the ten Greater Manchester
local authorities across the city-region, inclusive of Trafford, in 2008 and provides a
robust and detailed evidence base for the development of sub-regional and local Housing
Strategies7.
•
In 2006, the Association of Greater Manchester Authorities commissioned the Making
Housing Count programme8. Making Housing Count was a wide ranging policy and
research programme that provided a comprehensive evidence base highlighting the key
issues affecting Greater Manchester housing markets.
The study aimed to provide
policy makers with an understanding of the impact that the changing economy has on
markets to inform the development of a sub-regional strategy for housing that will support
the long-term economic growth of the conurbation.
•
The Association of Greater Manchester Authorities (AGMA) undertook a Gypsy and
Traveller Accommodation Needs Assessment in 20089. This document analysed the
existing gypsy and traveller accommodation offer within Greater Manchester and
established a set of strategic responses required by its constituent authorities, including
Trafford, to provide for the housing and service requirements of these communities.
Within Trafford the research identified a net shortfall (to 2015) of 22 Gypsy and Traveller
pitch requirements.
Evidence within Trafford
•
In 2005 Trafford Council produced the Borough’s first Black and Minority Ethnic (BME)
Communities Housing Strategy – based on research provided by Salford’s University’s
Housing and Urban Studies Unit report ‘Responding to Diversity’10. The Strategy aims to
6
The Manchester City Region Delivery Plan 2006 ‘Accelerating the Economic Growth of the North’ (2006) –
Manchester Enterprises
7
Greater Manchester Strategic Housing Market Assessment (2008) – Association of Greater Manchester
Authorities (AGMA)
8
Manchester City Region Housing Market Report (Making Housing Count) (August 2007) - ECOTEC
9
Gypsy & Traveller Accommodation and Service Delivery Needs In Greater Manchester – 2007/08 (July 2008)
– Arc4 on behalf of AGMA
10
Black and Minority Ethnic Communities Housing Strategy 2005-2008 (2005) – Trafford Borough Council
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The Housing Strategy
ensure BME communities gain fair opportunities and access to services and facilities,
which reflect the cultural needs of diverse communities, and to work with BME
communities to enable them to influence plans and strategies. A key objective is to
deliver housing within the Borough of the types, and in the locations, to meet the needs of
BME communities. The Strategy put in place an action plan through which a crosssectoral BME Steering Group has monitored the delivery of these objectives.
•
Trafford Council produced the Borough’s first Housing Market Assessment in September
200611. The document provides an assessment of the make-up, functionality and needs
of the Trafford housing market, and its sub-markets, to establish a robust and credible
evidence base for housing and planning policy in Trafford.
•
In 2007, the Trafford Partnership decided to refresh the Trafford Community Strategy to
focus more on Trafford’s neighbourhoods, to ensure it is sustainable and supports
sustainable communities, and to inform negotiations with Central Government about
national and local priorities to improve quality of life across the Borough. The refreshed
Sustainable Community Strategy, Trafford 2021: a Blueprint12 presents the vision of the
future for Trafford, and sets out the key issues which need to be tackled together, in order
to make Trafford an even greater place to live, learn, work and relax for all local people,
businesses and communities now and in the years to come.
•
In 2008 Trafford Council produced the Trafford Local Area Agreement (LAA) 2008-1113.
The LAA sets a vision for Trafford up to 2021 and establishes a set of targets and
priorities across social, economic and environmental issues for the Borough.
Achievement against these objectives will be monitored by the Trafford Partnership and
the LAA will act as a key delivery vehicle for the Trafford Sustainable Community
Strategy.
•
Trafford Council, PCT and Children and Young People’s Services completed a Joint
Strategic Needs Assessment for the Borough in 200814. The JSNA measures health and
well-being across Trafford and assesses the population’s needs over the next 10 years.
The assessment also identifies groups or individuals who are not getting the same
standard of service or outcomes as others and therefore informs the priorities and targets
of the Council, PCT and Trafford Partnership.
11
Trafford Housing Market Assessment (2006) - Fordham Research
Refreshed Sustainable Community Strategy - ‘Trafford 2021 : A blueprint’ (2007) Trafford Partnership
13
‘Trafford 2021: A Blueprint’ Trafford Local Area Agreement 2008-11 (2008) – Trafford Borough Council
14
Trafford Joint Strategic Needs Assessment (2008) – Trafford Borough Council, Trafford PCT, Trafford
Children & Young People’s Services
12
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Trafford Council
•
The Housing Strategy
In 2008 Trafford Council produced the Homelessness Prevention Strategy 2008-1115.
This document represents the third such strategy targeting the prevention of
homelessness within the Borough. This overarching objective is linked to the
development of an enhanced housing options service that tackles a wider agenda than
just homelessness – embracing advice to help people in housing need access work,
education or training opportunities.
•
Trafford Council has recently undertaken a Review of the Priority Needs, Supporting
People Commissioning and Procurement Strategy (2005-11)16. Trafford’s Supporting
People Strategy offers vulnerable people the opportunity to improve their quality of life.
The programme commissions services which help vulnerable people to achieve and
maintain greater independence and live fulfilled lives within their local community. The
Review, in draft at present, refreshes the Strategy in line with the Borough’s changing
needs, identifying gaps in services and identifying the key strategic priorities and actions
required to improve services and quality of life for Trafford’s residents.
•
Trafford Council undertook an update of the authorities’ 2006 House Condition Survey in
200817. The survey provided an analysis of the housing stock profile, its usage,
household demographics, dwelling build standards, dwelling facilities and services,
security and fuel poverty. Although concluding that broadly the quality of stock in Trafford
is good, the Survey notes that tackling empty properties in disrepair should remain a
primary consideration for the Council.
•
Trafford Council produced an updated Empty Property Strategy in 200818. The Empty
Property Strategy sets out a detailed action plan to assess monitor and prioritise the
targeting of empty properties within the Borough with the objectives of returning homes to
use, regenerating neighbourhoods and making the best use of existing stock.
•
Trafford Council have produced a draft Trafford Economic Assessment 200919. The
document provides an analysis of the economy of the Borough to support the production
of an Economic Development Plan that will establish a ten to fifteen year vision for the
Trafford economy and present a set of economic development priorities for the next three
years.
15
Trafford Homelessness Prevention Strategy 2008-11 (2008) – Trafford Borough Council
Review of the Trafford Priority Needs, Supporting People and Commissioning Strategy 2008-11 (October
2008) – Trafford Borough Council
17
Trafford Report on the House Condition Survey 2007 (May 2008 draft) – Trafford Borough Council
18
Trafford Empty Property Strategy 2008 (2008) – Trafford Borough Council
19
Draft Trafford Economic Assessment 2009 (2009) – Trafford Borough Council
16
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The Housing Strategy
The Market Footprint
3.7
National and regional planning policy and strategy has increasingly adopted functional market
areas as its spatial base, these are areas within which people travel between work and home,
share similar characteristics or are otherwise perceived as being an operational housing
market. The RSS divides the region up into a series of these strategic functional housing
market areas. Trafford is identified as being largely situated within the Southern Housing
Market Area (HMA) of the Greater Manchester Strategic Housing Market. This is illustrated in
the following plan.
Figure 3.1: RSS Functional Housing Market Areas
Source: Review of North West Regional Housing Strategy – Consultation Paper (October
2008)
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3.8
The Housing Strategy
As the more detailed plan below shows a small part of the authority, to the north east, is
included within the Central Manchester HMA reflecting the spread of the Regional Centre to
include the Quays area.
Figure 3.2: The Greater Manchester City Region – Four Functional Market Areas
Source: Greater Manchester SHMA, 2008.
3.9
Within the Authority of Trafford itself the 2006 Housing Market Assessment identified a
number of locally functioning housing market areas based on an analysis of market
characteristics and perceptions.
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The Housing Strategy
Figure 3.3: The Housing Sub-markets of Trafford
Source: Trafford Housing Market Assessment, 2006
3.10
Importantly the Borough is recognised as having a stark split in terms of its housing market
between its northern market areas and its southern market areas. This Strategy and emerging
planning policy, in the form of the Core Strategy and other Local Development Framework
documents, recognises the importance of understanding the need to consider carefully the
stark polarity of the market between the north and the south whilst also recognising that within
this broad spatial framework that housing market characteristics can vary at a neighbourhood
and even a street level.
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The Housing Strategy
Changing Economic Fortunes
3.11
Trafford is a sub-regional investment beacon and plays an instrumental part in the economic
growth story of Greater Manchester and the wider Northwest region. Trafford is home to 12%
of all businesses and 11% of all jobs within Greater Manchester. Between 1998 and 2006
employment in Trafford grew by 8.8% to 113,800 outstripping Greater Manchester (8.1%) and
the North West (8%). Moreover, Trafford alone contributed 14% of the sub-regional GVA
output growth from 1998 to 2008, with only Manchester posting greater productivity20.
3.12
The principal town centres of Altrincham, Sale, Stretford and Urmston function as particular
attractors of business investment. Trafford Park, Broadheath and Carrington are strategically
significant business locations and play a substantial role in delivering Trafford’s economic
success. These seven key employment centres together contribute a third of total businesses
and employ half of the workforce in Trafford.
3.13
Trafford’s residents demonstrate the highest skills levels in the workforce at the Greater
Manchester and regional scales. People with higher qualifications are more likely to choose to
live in Trafford, rather than other locations in Greater Manchester. In part this reflects the
concentration of strong, well perceived, housing markets and neighbourhoods within the
southern parts of the Borough.
3.14
Importantly, the Borough acts as a net importer for employees, with many opting to travel to
Trafford to work. The high productivity and influx of skilled labour has resulted in Trafford’s
households having the highest lower quartile incomes within Greater Manchester21.
3.15
Nevertheless, there is still room for improvement. Several pockets of multiple deprivation
remain within the Borough, with areas such as Old Trafford, Gorse Hill and Partington
amongst the 20% most deprived locations across the nation in 200722.
3.16
Furthermore, the current recession and reduction in available credit to businesses and
individuals presents a key economic challenge for Trafford, as it does for the region and the
nation. Losses in employment are inevitable and are projected to equate to 4,500 in the
Borough between 2008 and 2010.
20
‘Trafford and the Manchester Independent Economic Review (MIER)’ (20th January 2009) –Trafford MBC
Trafford registered £19,780 as an average lower quartile income in 2007, followed by Stockport with an
average lower quartile income of £18,976 – Greater Manchester Strategic Housing Market Assessment (2008) AGMA
22
Trafford Economic Assessment 2009 (draft October 2008) – Trafford Borough Council
21
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3.17
The Housing Strategy
Nevertheless, Trafford is positioned to emerge faster and stronger than Greater Manchester,
the region and nation as a whole in terms of employment growth and GVA output over the
medium-term to 201823.
3.18
Strong projected economic growth will increase the pressure on the housing market within
Trafford as the Borough exerts a substantial inward ‘pull’ on labour supply. Inward migrants to
the Borough demonstrate a desire to reside in the more affluent Southern parts of the
Borough, despite the increased cost associated with renting or purchase over Northern
Trafford24. Balancing this pressure from demand for housing in the south of the Borough with
policy objectives to continue to stimulate development in the north and other large areas of
potential growth around Partington will be a core challenge for Planning Policy.
People in Trafford
3.19
In mid 2006 Trafford was home to 211,800 people, equating to 49.2% males and 50.8%
females25. Overall, this represents a population expansion of 0.8%, or 1,655 residents, since
200126. This trend is expected to accelerate in future years due to an increase in natural
growth alongside inward migration, with the population of the Borough projected to expand by
10% between 2004 and 2029.
3.20
At the present, Trafford’s demographic profile contains a higher proportion of older age
cohorts than Greater Manchester when considered as a whole. This proportion of older
persons is projected to increase in the short-term, with 2,300 more working age adults, and an
uplift of 2,800 older persons aged over 65 years, living in Trafford by 2012. Growth is
expected to be particularly focused within those over 85 years – this group is projected to
grow by 4.3% (or 400 persons) to 2010 and 23.9% (or 2,200 persons) by 2020.
3.21
Trafford is also projected to experience substantial growth in the number of households in the
Borough – rising by approximately 20% from 91,000 in 2004 to 112,000 by 2029.
3.22
Overall, Trafford is predominantly an area that attracts families with children – in fact 34% of
all households are composed of two adults with children27.
23
‘Trafford and the Manchester Independent Economic Review (MIER)’ (20th January 2009) –Trafford MBC
Trafford Metropolitan Borough Council Housing Market Assessment (2006) – Fordham Research
25
Trafford Joint Strategic Needs Assessment (2008) – Trafford Borough Council, Trafford PCT, Trafford
Children & Young People’s Services
26
Trafford Housing Strategy 2005-08 (2005) – Trafford Borough Council
27
Trafford Report on the House Condition Survey 2007 (May 2008 draft) – Trafford Borough Council
24
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3.23
The Housing Strategy
Trafford is also home to a culturally diverse population. It was estimated in 2005 that 10.3%,
or 21,700, of Trafford’s residents considered themselves to be part of non-white ethnic
groups. This represents an increase of 1.9% in the BME community since 200128.
3.24
Non-BME households indicate a tendency to live in the South of the Borough; where as all
other ethnic groups are most likely to live in the North. The Old Trafford sub-area forms a
particular focus for BME communities, indicating the particular housing and service
requirements of these cultures are likely to require significant attention in this locality.
3.25
The changing demographic requirements of an increasingly elderly and diverse population,
coupled with growing population and household numbers is likely to present a substantial
challenge to Trafford in future years with pressures focussing on delivering the scale of
housing growth, appropriate locations and the type of homes and associated services to meet
the needs of the Borough’s residents. In particular, the growth of older person households
could create a considerable impact on the numbers of people requiring intensive support from
health and social care services as well as pressure to provide access to housing that
promotes independence for this demographic. The Trafford HMA identifies that 16% of the
Borough’s households (14,763) contain special needs members. Of this number there is a
disproportionately large volume consisting of older persons only, with 4,289 households
containing ‘frail elderly’ persons.
3.26
Furthermore, the HMA reports that special needs households are almost seven times as likely
to be living in unsuitable housing as non-special needs households. Some 11.5% of all special
needs households are living in unsuitable housing. This has prompted the requirement for the
development of more extra care housing within Trafford to support the housing and social
care needs of such households. Extra care housing development has therefore been included
as a underpinning principle of the Trafford Joint Strategic Needs Assessment (2008) with a
role to informing the commissioning of strategies and specific development proposals29.
The Current Housing Offer
3.27
As of April 1st 2008 Trafford contained 95,815 residential dwellings. Of these there were 3,274
vacant dwellings, of which 3,009 (or 91.9%) were in the private sector and 63.6% have been
28
Black and Minority Ethnic Communities Housing Strategy 2005-2008 (2005) – Trafford Borough Council
Trafford Joint Strategic Needs Assessment (2008) – Trafford Council, Trafford PCT & Trafford Children &
Young People’s Service
29
May 2009
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Trafford Council
The Housing Strategy
vacant for in excess of 6 months30. Trafford has delivered a substantial number of homes in
recent years, as illustrated by the Council’s latest Annual Monitoring Reports (AMR’s).
3.28
Home ownership in Trafford is high when considered in the context of Greater Manchester. In
2007, 84.2% of dwellings in Trafford were in owner-occupation or the private rented sector,
whereas the figure was just 78.1% across Greater Manchester as a whole. The remaining
15.8% of dwellings in Trafford were in the ownership of Registered Social Housing
Providers31. The Trafford HMA identifies that 8.4% of homes in Trafford are in the private
rented sector, which exceeds the regional average of 7.7%32.
3.29
Property values are particularly high on average within Trafford. The 2006 Council Band
classification reveals that only 19% of stock is in the lowest value Band A, when compared to
46% at the Greater Manchester scale33.
3.30
The Trafford HMA (2006) identifies the presence of two large sub-markets within the Trafford
housing market. These can be split geographically into:
3.31
•
Northern: Stretford, Old Trafford, Urmston; and
•
Southern: Sale, Altrincham.
There are significant differences between the type of dwellings available in the Northern and
Southern sub-markets. There are substantially fewer larger detached dwellings in the North
(9%) than in the South (19.5%) and a larger proportion of smaller terraced dwellings (50% North; 41.5% South).The proportion of flat/maisonette dwellings is relatively similar (18.4% North; 16.8% South)34.
3.32
Trends in household size are a useful measure to determine the demand for future housing
through the implications for the size of any additional housing. There is a slight variation
between North and South of the Borough, with the South tending to have smaller households
compared to Northern Trafford35. It is important that all new housing responds to the local
characteristics of households whilst also contributing to the needs of Trafford as a whole.
30
Housing Strategy Statistical Appendix (HSSA) (2007/08) – Communities and Local Government (CLG). It is
important to recognise that further research may be needed to understand the contribution of new build
apartments to the long-term vacancy figure.
31
Greater Manchester Strategic Housing Market Assessment (2008) – Association of Greater Manchester
Authorities (AGMA)
32
Note: PRS data based on Census 2001 analysis.
33
Greater Manchester Strategic Housing Market Assessment (2008) – Association of Greater Manchester
Authorities (AGMA)
34
Trafford HMA (2006) – Fordham Research
35
Trafford HMA (2006) – Fordham Research
May 2009
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Trafford Council
3.33
The Housing Strategy
The Trafford House Condition Survey (2008) reveals that just over 30,131 dwellings (or 30%
of total stock) in Trafford fails to meet the Decent Homes Standard, based mostly on the
restricted criteria of reasonable repair and the statutory standard36. Under the Decent Homes
Programme a significant amount of investment has been placed in the improvement of the
social rented stock, however, the findings of the Stock Condition Survey emphasise the
importance of raising the rate of improvements (through grants or loans) of private sector
stock.
3.34
The current housing market nationally is subject to significant volatility as a result of the global
financial crisis, reduction in available mortgage credit and recession. Since 2007 the market
has seen a consistent period of falling house prices, with Trafford no exception. It is important
to recognise, however, that house prices follow a cyclical trend and it is therefore anticipated
that this trend will not continue indefinitely. It is however, anticipated that the impact of current
market conditions will be significant over the lifetime of the Strategy, impacting not only on
levels of development but also fundamental issues around households entering periods of
negative equity and uncertainty.
3.35
As the following chart illustrates Trafford has consistently outperformed the national, regional
and Greater Manchester markets in terms of average house prices. This illustrates the
general strength of the housing market in the Borough and provides an important context for
this Strategy in terms of both challenges i.e. affordability and opportunity i.e. developer and
consumer perception of the area.
36
Trafford Report on the House Condition Survey 2007 (May 2008 draft) – Trafford Borough Council
May 2009
38
Trafford Council
The Housing Strategy
Figure 3.4: House Prices 2001-2008
H o u s e P r ic e s 2 0 0 1 - 2 0 0 8
25 0,00 0
20 0,00 0
£
15 0,00 0
10 0,00 0
5 0,00 0
E n g la n d a n d W a le s
N o rt h W e s t
M anc he s ter
2
0
0
0
0
2
0
2
G re a t e r M a n c h e s t e r
8
7
6
0
5
2
0
0
4
2
0
0
3
0
2
0
0
0
2
2
0
0
2
1
0
T ra ffo rd
Source: CLG Live Tables, 2009
3.36
Nevertheless, high property values have resulted in increasing affordability issues within
Trafford in recent years. This is illustrated as being particularly acute within Trafford by the
Greater Manchester SHMA (2008). In particular there are substantial clusters of unaffordable
areas located within the Southern Trafford sub-market.
Housing Need
3.37
Housing need is particularly acute within Trafford and is rising year on year. As of the 1st April
2008 there were 9,080 households on the local authority social housing waiting list, which
increased by 46.5% from 6,198 households in 200537.
3.38
Housing need in Trafford has been exacerbated by a decline in the number of social units
(despite increased development in 2008) as illustrated by the following diagram.
37
Note: It is important to recognise the limitations of waiting list data in accurately defining the exact number of
households in need. A particular issue is the potential for households to register on a number of local authority
and RSL waiting lists with the result an over-estimating of housing need. Refining the manner in which data is
held and analysed relating to housing need is an important priority for the Council in the future.
May 2009
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Trafford Council
The Housing Strategy
Figure 3.5: Trafford Social Stock & Waiting List (2005-08)
Trafford Social Stock & Waiting List (2005-2008)
16,000
11,000
10,000
15,800
Social Units
15,700
9,000
15,600
15,500
8,000
15,400
7,000
15,300
15,200
6,000
Households on Waiting List
15,900
15,100
15,000
5,000
2005
2006
Social Stock
2007
2008
Waiting List
Source: GVA Grimley, 2008
3.39
The Trafford HMA (2006) affordable housing needs assessment concluded that Trafford had
an annual affordable shortfall across the Borough of 541 units. When split between Trafford
sub-markets there is a greater need for affordable housing provision in the Southern submarket, at 371 units per annum, than in the Northern sub-market at 169 affordable units per
annum.
3.40
Trafford has successfully increased the number of affordable housing units being delivered
annually, as shown in the following chart. However, it is also clear that even the elevated
levels delivered through the recent period of strong market conditions fall considerably short
of the level of need identified within the HMA.
May 2009
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Trafford Council
The Housing Strategy
Figure 3.6: Affordable Housing Delivery in Trafford
Trafford Annual Affordable Housing Completions (2005-2010)
250
200
150
100
50
0
2005/06
2006/07
2005/06
2006/07
2007/08
2007/08
2008/09*
2008/09*
Source: Trafford Council, 2009
3.41
When analysis is undertaken of those demographic groups within Trafford most likely to fall
into affordable housing need in numerical terms the greatest shortfall is in accommodation for
single non-pensioner households, however need relative to the number of households
suggests that affordable needs are most acute for lone parent households and other
households with one child. In total, households containing children make up a shortfall of 296
units of affordable housing per annum, this represents over half of the net need estimate of
541. This re-emphasises the importance of delivering small family sized affordable
accommodation to meet projected demand and households aspirations, with the HMA
identifying no net need for 1-bedroom properties in either affordable or market categories38.
3.42
Homelessness in Trafford has decreased from a peak of 887 in 2003 to 193 in 2007.
Nevertheless, there is an over-representation of BME residents recognised as homeless.
Improving, and maintaining, this trend will be a key challenge for Trafford in the short-term
due to the present reduction in available mortgage credit making it increasingly difficult for
people to obtain access to mortgage funds or re-mortgage their existing property. This is likely
to be exacerbated by increasing unemployment as a result of the present recession and is
expected to result in rising repossessions, homelessness and associated pressure on waiting
lists for social accommodation.
38
Trafford HMA (2006) – Fordham Research
May 2009
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The Housing Strategy
Future Research
3.43
Whilst it is clear that considerable progress has been made in developing a sophisticated
understanding of Trafford’s housing market, we still recognise that further work is required to
examine a number of key issues in more detail.
3.44
In part this responds to recognition that the circumstances which define the housing offer
within the Borough are constantly changing and evolving.
3.45
A number of research studies are due for completion, recently been commissioned or are
planned over the next couple of years, these include:
•
Strategic Housing Land Availability Assessment (SHLAA) – Draft prepared in 2008 and
an updated version is due to be produced in 2009, with further iterations to be released
on a regular basis to reflect it’s ‘living document’ status.
•
Assessment of the economic viability of housing and employment on the Councils Key
Strategic Sites and other housing sites, including an assessment of the viability of S106
requirements. Study due to be completed by Spring 2009.
3.46
Through the monitoring of the Delivery Plans and the recommendations of this Housing
Strategy new research commissions will continue to be identified which will contribute towards
the ability of the Council to continue to develop Policy and Strategy which adopts a pro-active
approach to tackling housing issues as they emerge.
Key Challenges and Opportunities
3.47
Arising from the above evidence the key challenges and opportunities for Trafford Council and
the Housing Strategy are:
•
Affordability – affordability continues to be a critical issue within the Borough driven by a
combination of high house prices as well as concentrated areas of comparative income
deprivation. The substantial number of households classified as in housing need within
the authority reflects the scale of the issue and presents a core challenge for the future.
In addition the spatial variance in levels of need and relative level of provision of
affordable housing also represents another important challenge for the development of
locally representative policy in the future.
•
Meeting Future Household Demand – Trafford is forecast to witness a significant
increase in the number of households within the Borough, driven both by its demography
May 2009
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Trafford Council
The Housing Strategy
as well as its current economic profile. Ensuring that the housing offer matches housing
demand is therefore an important component for this Strategy to address, particularly in
the context of a challenging economic and development context that has resulted in a
drop in the number of houses started and completed39. Realising the capacity within the
Borough to deliver new housing growth, including the role of Strategic Sites is a clear
opportunity for the Council.
•
Meeting the Needs of an Increasingly Diverse Community – Trafford’s population
contains a broad mix of communities and households requiring specialist products. The
Borough’s continued competitive economic offer continues to present employment
opportunities which continue to sustain the development of an increasingly diverse
population and it is important that the Strategy reflects the need to meet its household’s
individual and bespoke needs.
•
Meeting the Needs of Vulnerable Households and preventing households from
becoming Vulnerable – current socio-economic issues driven by the status of the
economy represent a significant challenge in terms of their potential to exacerbate and
indeed expand issues for vulnerable households and to elevate the overall number of
vulnerable households. A range of drivers will therefore continue to present challenges
for housing services to intervene early to prevent households from becoming vulnerable
but also to continue to meet the needs of; homeless households, the needs of older
person households, specific requirements of persons with disability, victims of domestic
abuse, the needs of homeless young people, care leavers and other specific groups.
•
Regeneration – Trafford continues to include areas which register levels of multiple
deprivation, as judged against national comparators. Ensuring that the challenges in
regenerating areas and ensuring that the quality of life of current and future residents of
those areas classified as more deprived will continue to represent a significant challenge
for the Borough but will also present important opportunities to apply innovative
approaches to create new mixed-tenure sustainable communities.
•
Staying abreast of dynamic housing issues – the evidence base has clearly
highlighted the dynamic nature of drivers and challenges facing the housing market and
the people of Trafford. Ensuring that the evidence base continues to identify and reflect
key indicators of change will be increasingly challenging but important, especially in order
to respond to emerging opportunities, in the future.
39
CLG Housing Statistics have not been released for 2008 – 2009, however it is anticipated that the number of
starts is likely to have fallen from the 606 recorded in 2007-08.
May 2009
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Trafford Council
3.48
The Housing Strategy
On the basis of these challenges and opportunities five responding Strategic Priorities have
been identified and underpin this Housing Strategy. These priorities are introduced and
explored in more detail within the next section of the Strategy.
May 2009
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Trafford Council
The Housing Strategy
STRATEGIC PRIORITIES
May 2009
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Trafford Council
May 2009
The Housing Strategy
46
Trafford Council
The Housing Strategy
4.
Affordability, and Access to Housing
4.1
Ensuring that all of Trafford’s residents are able to access a choice of homes is a core
principle of this Strategy. The affordability of housing and the different tenure choices
available to residents form an important component of ensuring that the housing offer across
the Borough meets the needs of current and future residents.
4.2
Addressing affordability issues represented a core theme of the previous Housing Strategy,
however, this Strategy recognises that the underlying drivers of accessing housing have
broadened and become increasingly complex. There is a need to broaden the scope of
actions and objectives to reflect current affordability issues across the Borough.
Understanding the Scale and Nature of Affordability Issues in Trafford
4.3
The relative affordability of housing has become a serious concern within the Borough,
reflecting the rapid uplift in house prices which have not been accompanied by a comparable
rise in income levels. This has meant that Trafford has the most acute affordability problems
within Greater Manchester40.
4.4
The assessment of Housing Needs and the Market Context in Chapter 3 clearly highlighted
the severity of this issue. The gap between income and house prices means that many
households are not able to access market housing in close proximity to family and friends or
their place of employment. This has implications for the development of cohesive communities
as well as potentially leading to unsustainable travel to work patterns.
4.5
The current economic climate in which the UK finds itself also raises a number of additional
obstacles and issues that will, over the lifetime of this strategy, impact on both the affordability
of housing but also households changing market needs. These issues include for example:
•
Changing economic circumstances, linked to the rising levels of unemployment has the
potential to increase pressure further on affordable housing products.
•
The current stalling in the supply of new market development, linked to the availability of
finance, is likely to impact on the amount of affordable housing delivered and funded by
the private sector.
40
Greater Manchester Strategic Housing Market Assessment (2008) – Association of Greater Manchester
Authorities (AGMA)
May 2009
47
Trafford Council
•
The Housing Strategy
The marked reduction in the availability of mortgage finance is impacting notably on the
relative attractiveness of various intermediate housing products.
A Strong Foundation for Delivery
4.6
Trafford Council has, over the period of the last Housing Strategy, also enjoyed considerable
success in meeting the objectives under the Strategic Priority of Affordable Housing. Core
areas of progress include:
•
Since 2005 the authority has delivered approximately 540 affordable houses. This has
been based upon the increasing of the annual supply of affordable housing units from 21
units delivered in 2004 to 215 units in 2008/0941.
•
Continued to develop the evidence base required to inform policy including the
commencement of a new Affordable Housing SPD and the Core Strategy which will
reflect the need to raise the delivery of affordable housing further. This has included the
production of an Economic Viability Assessment for the Borough (May 2009).
•
Launched Trafford Homestep in July 2006.
•
Appointed an Affordable Housing Programme Manager to co-ordinate planning and
housing teams.
•
The emergence of a number of innovative programmes being developed by Social
Housing Providers to respond to increased need for housing. This has included a scheme
being piloted by Trafford Housing Trust which uses managed private rented
accommodation to house households on waiting lists – ‘Private Landlords Project’.
•
Produced the Homelessness Prevention Strategy 2008-2011 and accompanying Action
Plan.
•
Recorded considerable success in reducing the number of persons classified as
homeless within Trafford from a peak of 887 in 2003 to 193 in 200742.
4.7
These actions have assisted in illustrating to the residents of Trafford the types of different
affordable products which can be delivered to provide a greater choice for households to enter
a range of tenures.
41
42
Source: Trafford Council, April 2009 (Note: 2008/09 is estimated figure)
Source: Trafford Joint Strategic Needs Assessment 2008
May 2009
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The Housing Strategy
Responding to New Investment and Funding Opportunities
4.8
Nationally the Government is continuing to launch initiatives, backed by significant budgetary
resources, which are aimed at ensuring that the delivery of affordable housing, the
underpinning economic circumstances of households and the ability of households to ‘weather
the storm’.
4.9
These initiatives include:
•
The Mortgage Rescue Scheme – £200m package of measures designed to prevent some
of the most vulnerable families losing their homes and experiencing the trauma of
repossession. Trafford is one of 80 local authorities identified as a ‘fast-track’ authority as
part of the programme;
•
New freedoms to increase council house building – Councils are now invited to bid for a
share of the capital grant given to social landlords to subsidise the cost of new housing.
•
Growth Points – As a Growth
Mortgage Rescue Scheme
Point authority, Trafford has the
opportunity to utilise Growth
Point funding to enable the
accelerated delivery of high
quality affordable housing in
those areas where it is required
In January 2009 the Government issued a new
£200m package of measures designed to prevent
some of the most vulnerable families losing their
homes and experiencing the trauma of repossession.
The scheme is aimed at those who would be eligible
for homelessness assistance and is subject to a
range of eligibility criteria.
most;
•
New Shared Equity products The introduction nationally of a
£300m shared equity scheme
which is targeted at assisting
10,000 first time buyers into
affordable homeownership over
the next two years
4.10
The
evidence
base,
whilst
establishing a strong identifiable
need
for
additional
affordable
There are two broad elements to the package:
• Shared equity – designed to help
householders
who
have
experienced
payment shocks and need some help in
paying their mortgage. A Registered Social
Housing Provider would provide an equity
loan enabling the householders’ mortgage
repayments to be reduced.
• Government Mortgage to Rent – This is
designed to help the most vulnerable
households on low incomes with little chance
of sustaining a mortgage. A Registered
Social Housing Provider would clear the
secured debt completely and the applicant
would pay rent to the Registered Social
Housing Provider at a level they can afford.
housing has also indicated the
impact of the current economic climate on short-term delivery and the need to develop a
sophisticated approach to delivering affordable housing in those areas where housing need is
greatest. This reflects the approach to regeneration by the Council in encouraging the
May 2009
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Trafford Council
The Housing Strategy
development of a balanced housing market at a local level, realising the importance of
delivering mixed-tenure estates as a component of delivering sustainable communities.
4.11
This requires a careful consideration of the type and tenure of housing provided, with
particular reference to those areas with the most acute examples of housing need coupled
with an appreciation of where the current supply of affordable houses is located. The HMA
identifies that the northern part of the Borough currently has a higher proportion of households
in the social rented sector than the south and a lower overall net need for new affordable
housing (169 per annum compared to 371 in the southern area). The recently developed
economic viability work identifies that sites within the southern parts of the Borough are able
to yield a greater proportion of affordable units than those in the north whre market conditions
impact on viability. Collectively it is important that planning policy takes account of these
spatial distinctions in order to ensure that the Borough is able to bring forward a level of
affordable housing which meets its needs and reflects the ability of the market to deliver. In
delivery terms emphasis will therefore need to be clearly placed on maximising delivery in the
southern parts of the Borough over the plan period.
4.12
Delivering a mix of intermediate as well as social rented properties is an important target in
delivering a sufficiently broad affordable housing ‘offer’, this is emphasised within the Trafford
HMA (2006) which recommends a split of 50:50 between intermediate and social rented
housing in both North and South Trafford.
Addressing the Broader Drivers of Affordability – Improving Socio-Economic Circumstances
4.13
The progress in achieving a greater understanding of the operation of the housing market
within Trafford, and across Greater Manchester, has clearly reinforced the importance of not
solely focussing on supply solutions to improving house choice and addressing affordability.
4.14
There is a clear need in the Borough to also recognise the importance of continuing to
address, through regeneration and economic development initiatives, socio-economic aspects
including the importance of ensuring that households have the opportunity to obtain higher
value employment opportunities therefore increasing their ability to exercise choice in the
housing market.
4.15
This will impact on all households but in particular those households looking to establish their
first foot on the housing ladder, including first time buyers. Ensuring that the young persons of
Trafford have the sufficient skills to enter the job market and that sufficient careers and advice
and support is an important step in them being able to gain independence and set up their
own home. Strengthening links between housing services and services offered through
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The Housing Strategy
Trafford Connexions will be an important step in this process and will on the positive steps
already made within Trafford to meet the needs of young people.
Homelessness and Youth Homelessness
4.16
The number of people classified as homeless has fallen significantly from a peak of 887 in
2003 to 193 in 200743 reflecting the focus on this issue within the Borough as advocated
through the previous Housing Strategy. In addition the Regional Temporary Accommodation
target is on line to be met within Trafford by the 2010 deadline44.
4.17
Importantly, as the Regional Housing Strategy recognises, whilst improving the ability of
households to access housing is an important component of addressing homelessness this is
not the primary driver of homelessness cases. Trafford’s Homelessness Prevention Strategy
(2008-2011) clearly identifies, in line with the Regional Strategy, that the majority of
homelessness does not occur directly as a result of housing issues, with a broad range of
complex social support needs often leading to people presenting themselves as homeless.
4.18
This Strategy continues to support the need for services to respond to these complex needs
and ensure a co-ordination of service delivery which provides a pro-active approach to
preventing homelessness at its root, therefore employing an approach which does not solely
focus on addressing the symptoms but rather the underlying socio-economic and social
issues. This reflects the three priorities established within the Borough’s Homelessness
Strategy and the emphasis on prevention and early intervention:
•
Priority 1: Prevent Homelessness
•
Priority 2: Increase access to a choice of settled homes
•
Priority 3: Develop plans and activity based on a robust understanding of local
homelessness and housing need
4.19
Within the Trafford Homelessness Prevention Strategy Youth Homelessness is recognised as
a priority for action and research undertaken by Shelter for the Council reinforced the
importance of addressing the issue. Whilst progress has been made in reducing significantly
the number of young people routinely placed in B&B accommodation, Shelter’s report
highlighted that the scale of youth homelessness was often not sufficiently reflected in official
acceptance figures and that young people were often not aware of the services on offer.
43
Source: Trafford Joint Strategic Needs Assessment 2008
At the end of March 2008 there were 78 households in temporary accommodation against a baseline of 93 in
2004 – Trafford Homelessness Prevention Strategy (2008-2011)
44
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Trafford Council
4.20
The Housing Strategy
The Action Plan within the Homelessness Strategy reflects these findings and developments
have already been made to strengthen partnership working including the establishment of the
Multi Agency Youth Housing Emergency Meeting panel (MAYHEM) which enables a more
holistic approach to be taken to meeting the housing needs of young people. In addition a
number of schemes have also been advanced including the Traffic Light System initiative
which focuses on early intervention to tackle potential problems with young people being
faced with eviction from supported housing.
4.21
The theme of ‘cross-service’ delivery is obviously an important one in terms of addressing and
tackling the complex socio-economic and social issues which continue to lead to the
emergence of vulnerable households and homelessness in a co-ordinated and integrated
manner. Whilst this theme is considered to underpin all of the Strategic Priorities and their
objectives it is considered in more detail in the Strategic Priority ‘Housing for Vulnerable
People’.
Objectives
1a
Deliver more affordable homes
I. Develop an affordable housing target through the LDF which addresses affordable
housing need (annual affordable shortfall of 541 units45) while taking account of
development viability issues.
II. Explore opportunities to utilise Growth Point resources and other new funding
opportunities to assist in the delivery of new affordable housing units over and
above the affordable housing target46.
III. Work with the private rented sector to utilise this tenure to provide quality affordable
accommodation (link with objective 3d).
IV. Recognise the impact of current market implications on the timing of larger
developments within Policy by seeking affordable housing on sites with fewer than
fifteen units in those parts of the Borough where identified housing need is greatest
and site viability is strongest.
45
46
Trafford HMA (2006), Trafford MBC
See section 9 ‘A Strong Focus on Resources’ subsection ‘Funding and Resources’ for further information.
May 2009
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Trafford Council
1b
The Housing Strategy
Ensure that the delivery of affordable housing contributes towards
creating sustainable mixed-tenure communities and addresses the
needs of the Borough’s diverse communities
I. Continue to increase the number of households assisted to purchase homes
through the Home Step programme and the delivery of new intermediate housing
products in line with the 50:50 split proposed within the HMA.
II. Develop policy which will ensure the delivery of affordable accommodation which
meets the needs of families based on the findings of the HMA (2006). In particular
this highlights the need to deliver appropriate affordable housing within the southern
parts of Trafford where affordability issues are most acute.
III. Work with and support Social Housing Providers to ensure they support initiatives to
address financial exclusion in deprived areas of the Borough.
IV. Encourage the implementation of initiatives which enable people with long-term
care needs to purchase their own homes (HOLD).
1c
Continue to monitor housing needs at a local and sub-regional level
I. Continue to undertake research which strengthens the understanding of and
response to affordable housing delivery issues.
II. Continue to work with other AGMA authorities to maintain and update the modelling
of housing need at a City Region level.
1d
Work with all Agencies to continue to prevent homelessness wherever
possible
I. In line with the Homelessness Prevention Strategy (2008-2011) deliver against its
actions and continue to focus on ensuring early intervention and prevention
measures to continue to reduce the total number of homeless households in the
Borough.
II. Link to Objective 1a and increase the rate of successful and sustainable move-on
from temporary accommodation.
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The Housing Strategy
III. Provide a focus to address young homelessness issues, linking together the work of
a range of stakeholders including Social Housing Providers and the Police.
1e
Present a clear one-stop-shop approach to signpost households to
assistance available to deal with changing household circumstances
I. Ensure take-up of Mortgage Rescue funding by eligible residents of the Borough.
II. Prevent repossessions by helping vulnerable households maintain homeownership
where appropriate through employment, financial and housing advice as advocated
through the Regional Funding Advice (NWDA).
May 2009
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Trafford Council
5.
The Housing Strategy
Housing’s Contribution to Economic Development –
A Growth Agenda
5.1
Trafford’s housing offer, the choice and quality of housing available, is important to
maintaining the success of its economy. Ensuring that businesses continue to attract suitable
employees is vital to their ongoing competitiveness, with housing an important component in
continuing to ensure the provision of a balanced workforce which is sufficiently adaptive and
skilled.
5.2
From another perspective the development of housing and the range of skills and jobs this
creates is an important component of the wider economy. The construction sector and
associated sectors of employment will continue to have an important role to play in ensuring
that the Borough’s economy continues to thrive.
5.3
This Strategy recognises the need to make stronger linkages between the worklessness
agenda and the ambitions for growth and competitiveness. This requires careful consideration
around the links between jobs and housing, both spatially in terms of physical connections
and appropriate types and tenures of housing but also in terms of the development and
improvement of skills and knowledge to ensure that the workforce, including those in most
need, are suitably positioned to respond to new employment opportunities.
5.4
An increase in the delivery of housing will need to be carefully managed through planning
policy and strategy. Growth will need to be used to facilitate the creation of more ‘balanced’
housing markets across the authority with a continued focus required on delivering new
development which complements existing neighbourhoods and assists in creating mixed and
sustainable communities.
5.5
In order to match the Council’s ambitions for a managed growth of its housing offer there will
be a need to consider a range of new delivery mechanisms and approaches to utilising assets
by both the Council and its public and private sector partners. This will be an important step in
the delivery of this Strategy and the emerging Core Strategy.
Delivering the right Quantity of Housing
5.6
National policy and the emerging Regional Housing Strategy are designed to respond to a
historic housing supply that has failed to keep pace with household demand. This Housing
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Trafford Council
The Housing Strategy
Strategy supports delivery of national policy and the Regional Housing Strategy at a local
level.
5.7
Trafford has achieved considerable success in delivering new homes as the following annual
rates of delivery (net) show. When considering the levels of housing delivered it is important to
note that the year on year reduction reflects the fact that an effective housing restraint policy
was in place.
Figure 5.1: Levels of Housing Provision
Number of new houses delivered
Year
(net)
2004/05
746
2005/06
698
2006/07
509
2007/08
366
Source: Trafford Annual Monitoring Reports (various years)
5.8
Despite this strong track record
of
delivery,
a
population, increasing numbers
of households and employment
growth (see Chapter 3) are all
placing additional pressure on
the Borough’s housing stock.
Trafford’s success to date in
Growth Points status is not a statutory designation but a
relationship between central government and local partners that
is built on four principals:
jobs needs to continue to be
matched through the provision
•
of
new
housing
which
accommodates new households
attracted to therefore live and
work within the authority.
early delivery of housing as part of the growth plans
supporting local partners to achieve sustainable growth
working with local partners to ensure that infrastructure
and service provision keeps pace with growth
ensuring effective delivery
In July 2007 the Housing Green Paper announced a second
round of Growth Points. The Greater Manchester authorities
successfully bid in response to this invitation and were
confirmed as a second round Growth Point in June 2008. The
four Growth Point authorities of Manchester, Salford, Trafford
and Bolton were identified as containing the focus of Growth
within the sub-region.
To put the identified need for
growth in housing provision in
context the latest household
forecasts
May 2009
The Growth Points initiative was originally announced in
December 2005 by the Government and was designed to
provide support to local communities who wish to pursue large
scale and sustainable growth, including new housing, through a
partnership with Government.
•
•
•
creating increasing numbers of
5.9
Housing Growth Points
growing
predict
that
Following the submission of a Programme of Development in
October 2008, the Greater Manchester Growth Point was
awarded monies from the Growth Point to advance the delivery
of housing within the four Growth Point authorities.
the
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Trafford Council
The Housing Strategy
number of households in Trafford will rise from 92,000 in 2004 to 96,000 in 2011 and 114,000
in 203247. Accommodating this uplift in the number of households requiring properties is
therefore a core challenge for the delivery of housing and housing services in the future.
5.10
The principle of a growth in the provision of housing is set within the Regional Spatial Strategy
for the North West, which was adopted in 2008, and sets a housing requirement for Trafford of
578 units per annum (net). This is a considerable uplift on the previous figure of 270 (net) per
annum set within the now superseded regional policy.
5.11
Trafford’s identification as a housing Growth Point also serves to re-state the commitment to
ensuring that a sufficient quantum of new housing is delivered to meet the increasing levels of
demand, fuelled by demographic and economic factors. Through the Growth Point
programme Trafford is committed to delivering an additional 20% houses per annum above
the RSS target up to 2016/17.
Delivering a Housing Offer which reflects Local Needs – ‘Place-Shaping’
5.12
The challenge of policy and strategy will be to ensure that this process of growth is managed
carefully to ensure that the provision of new housing is delivered in the most sustainable
manner and assists in contributing to encouraging strong residential areas with active
communities. Through the Growth Point and the development of local planning policy (LDF)
Trafford has the opportunity to undertake a process of ‘place-shaping’ to ensure these
aspirations are met.
5.13
Trafford has a strong track record in managing the delivery of housing through its planning
policy. The policy of restraint, which was enforced over recent years, has successfully
encouraged increasing levels of development within the regeneration areas of Trafford, whilst
ensuring sustainable levels of development within the stronger southern areas of the
authority. This principle will be retained through the new growth agenda with reference to RSS
and continues to represent an important priority for the Council.
5.14
Encouraging sustainable travel patterns, i.e. the link between a persons home and their place
of work and key services (retail, leisure, health, community etc…), is an important component
of achieving the authorities environmental policies and its overall vision of creating ‘improved
health and quality of life for all’. This is addressed in more detail in the following Strategic
Priority ‘Promoting Quality and Sustainability’.
47
Source: Greater Manchester Forecasting Model 2008 update
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Trafford Council
5.15
The Housing Strategy
Following these principles it is therefore important that the provision of new housing, and
indeed investment in improvements to existing stock, is linked to the authority’s plans to
encourage economic development and the establishment of an increasingly diverse economy.
5.16
Through the emerging planning policy framework emphasis is placed upon encouraging a
significant proportion of future development within or in close proximity to the Regional Centre
and therefore to the north east of the Borough. Through the emerging Core Strategy the
Council has identified a number of Strategic Sites across the Borough which represent key
areas of economic and housing growth over the next twenty years and beyond.
5.17
Delivering a balanced ‘housing offer’ within this spatial framework will require a continued
emphasis on ensuring that houses of the right type are delivered in the correct places.
5.18
The Trafford HMA (2006) shows a significant need for family housing across the Borough.
The broad definition of family housing will include larger properties (three bedrooms and
larger) as well as smaller two bedroom houses to meet a range of family circumstances. The
delivery of family housing is a priority across Trafford and should be promoted on all sites
where it is considered appropriate in line with the Core Strategy.
5.19
The recommendations within the Greater Manchester SHMA48 recognised that alongside a
sustained emphasis on the development of family housing it is important that the town centres
across the Borough continue to attract high quality residential uses. This will continue to
ensure the ongoing renaissance of the town centres and ensure that they continue to develop
as vibrant centres of activity.
5.20
In key areas of economic and housing growth, including the boundary of the Regional Centre
around the Pomona / Salford Quays area, it is important that joint-working continues across
authorities to ensure that the overall balance of the housing offer reflects local demand and
need.
Enabling Development
5.21
Nationally, levels of housing delivery have fallen considerably within 2007/08 linked to the
problems within the wider economy and in particular the availability of finance to fund
development. The need for new housing is clearly evidenced and it will be therefore
increasingly important to assist, through a variety of means, the delivery of housing.
48
Greater Manchester Strategic Housing Market Assessment (2008) – Association of Greater Manchester
Authorities (AGMA)
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Trafford Council
5.22
The Housing Strategy
At a national level this is leading to the Government examining a number of innovative
delivery solutions recognising the current issues around the availability of finance and the
impact of suppressed market conditions.
5.23
Trafford’s identification as a Growth Point authority represents an important opportunity for
Trafford to take a more leading role in piloting new delivery approaches. Growth Point
resources clearly represent an important facilitator in continuing to ensure housing
development occurs, even within the current climate. In addition close partnership working will
be required between private and public bodies and agents to facilitate new development. New
approaches regarding the use of public sector land will need to be examined and explored in
detail and Trafford Council intend to assess, in partnership with the HCA, the most
appropriate delivery mechanism to enable the delivery of its Growth Point objectives.
5.24
The implementation and delivery framework within Chapter 9 and the Private Sector Housing
Delivery Plan recognise these responsibilities and required actions as important components
in successfully delivering against the objectives under this Strategic Priority
Objectives
2a
Ensure the delivery of a level of new housing which is appropriate and
supports economic development ambitions.
I. Deliver against annual housing targets set within the RSS and revised targets
proposed through the Growth Point (20% uplift until 2016/17)
II. Monitor and manage the levels of residential development with adjacent authorities
and within the context of Greater Manchester to ensure that development is
complementary and cognisant of policy objectives.
III. Realise early delivery potential of strategic Growth Point locations, including the
Strategic Sites identified within Planning Policy, by working in partnership with
public and private sector stakeholders.
IV. Engage with local businesses and employers to understand opportunities to ensure
that the housing offer in the Borough facilitates rather than limits their
competitiveness.
2b
Continue to ensure that development works to achieve a more
‘balanced’ housing offer across the Borough.
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The Housing Strategy
I. Continue to recognise the need to direct development in line with the RSS spatial
priorities and Trafford Council’s regeneration priorities.
II. Ensure provision of a range of house types and tenures that is appropriate to the
diverse and changing needs of Trafford’s population and works to create
sustainable communities and neighbourhoods across the Borough.
III. Deliver new family housing across the Borough to reflect the demand profile
identified within the HMA.
2c
Ensure that Trafford leads the way in establishing a strong process of
joint working between private sector housing developers and
landowners and the public sector.
I. Work towards the development of a new delivery mechanism linked to
implementing the Growth Point Programme.
II. Assess the Council’s land holding across the Borough and the contribution that they
can make to housing delivery.
III. Support local developers, construction based firms and other companies within the
buildings trades sectors to deliver housing across the Borough and protect local
jobs.
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The Housing Strategy
6.
Promoting Quality and Sustainability
6.1
Whilst the first two Strategic Priorities have focussed on developing and growing the housing
offer to enable greater choice for the residents of Trafford, it is equally important that higher
benchmarks are sought in terms of the quality of both new and existing housing.
6.2
The delivery of quality housing has a far-reaching effect and impact on the neighbourhoods
within which it is located. High quality development assists in ensuring the development of
vibrant and attractive neighbourhoods which create and establish a positive legacy which has
countless associated social and economic benefits.
6.3
The delivery of quality housing products needs to be complemented by a sustained emphasis
on delivering growth in a sustainable manner, both in terms of the patterns of development
and the products delivered.
6.4
Indeed as a growing Borough, economic and housing demand pressures, without careful
management could lead to less sustainable outcomes. This Priority therefore reflects the
Councils ambitions to continue to put in place measures which will enable sustainable
patterns of development across the Borough. The Strategy also promotes the use of
innovative environmentally friendly construction methods and opportunities to embed
renewable energy technologies within development therefore reducing overall energy
consumption and the impact on the environment.
6.5
In the context of the Housing Strategy this commitment to quality needs to also apply to the
delivery of housing and related services. The delivery of co-ordinated services is addressed in
more detail within the Strategic Priority ‘Housing for Vulnerable People’ but the emphasis on
quality is highlighted here and represents a core objective of the Strategy.
A Decent Home for All – Creating a Legacy we can be Proud of
6.6
Trafford and in particular through the work of Trafford Housing Trust, has recorded significant
progress in improving the overall quality of its social rented stock through the implementation
of a £150m Decent Homes programme of investment. This programme, linked to the national
target to ensure that all social rented properties are of a Decent Homes Standard by 2010, will
continue through the lifetime of this Strategy and will remain a central objective against which
the Strategy will be judged.
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Trafford Council
6.7
The Housing Strategy
As of 31st March 2008 1,782 homes had been improved to meet Trafford and Decent Homes
Standards. A further 821 were programmed for improvement in 2008/09. The effect of this
intervention is clear with a recent Trafford Housing Trust Stock Condition Survey identifying
that only 16% of stock was classified as non-decent compared to 54% in the 2003 survey.
6.8
The recently completed Trafford Stock Condition Survey (2008) identified that there are parts
of the housing stock profile across Trafford which fail to meet national standards (Decent
Homes), it is important for the overall housing market that these properties should continue to
be the focus for intervention and policy within this Strategy to ensure that all housing is safe
and secure and meets households current and future needs. It is important that the
improvement of the existing stock represents an important factor in delivering against the first
two Priority Objectives, alongside the provision of new housing.
6.9
Trafford Council has been at the forefront of delivering area based improvements of private
sector housing, with some 5,000 homes benefiting from activity over the last 35 years. Most
recently this has involved the use of grants to deliver Group Repair assistance to
approximately 2,000 unfit dwellings within the areas of Old Trafford and Gorse Hill. This
process has now ended and in line with national guidance the Council is exploring other ‘tools’
to continue to assist home-owners to improve the quality of their property as part of the wider
regeneration
currently
of
being
an
area.
explored
‘Tools’
include;
Home Owner Loans which fall under
two broad definitions; Long Term
Equity Release Loans and Short Term
Repayment Loans. Trafford Council
will continue to investigate funding
and resource opportunities available
to continue to build on past successes
and continue to address areas of
housing which require investment.
6.10
Private rented stock represents an
important contribution to the wider
housing ‘offer’ and can provide an
invaluable
role
in
relieving
Code for Sustainable Homes
The Code for Sustainable Homes (CSH) was
introduced in England in April 2007. The aim of CSH
is to improve the overall sustainability of new homes
by setting a single national standard within which the
home building industry can design and construct
homes to higher environmental standards, and giving
new homebuyers better information about the
environmental impact of their new home and its
potential running costs.
CSH standards are awarded on a sliding scale based
on a 1 to 6 star rating judged against performance
measured through nine sustainability criteria and
therefore their overall environmental impact.
The Government has previously proposed that by
2010 new homes would emit 25% less carbon than
they do now – in line with Level 3 of the Code. New
social rented housing has been built in adherence to
these aspirations and there are increasing numbers of
exemplar private sector residential developments.
the
pressure of demand for social rented properties. In order for it to fulfil this role, however, it is
important that it meets the same high standards as required of stock managed by Social
Housing Providers. Currently stock condition, as measured against Decent Homes Standards,
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Trafford Council
The Housing Strategy
is a particular issue within this tenure and addressing this issue will be a core priority for this
Housing Strategy.
6.11
Trafford Housing Trust (THT) have recently being piloting a project which is aimed at using
stock managed by private landlords to house households on their own waiting list. Critical to
the project is the commitment of the private landlords involved to meet the quality standards
required by THT, with the Social Housing Provider assisting in management and maintenance
as required.
6.12
Alongside the introduction of innovative, but comparatively small scale schemes considerable
progress has been made in developing a strong network of landlords, of which the Private
Landlords forum represents an important conduit of information distribution and discussion,
there is clearly a need for further collaborative working between the public and private sector
to ensure standards are improved
and innovative practices rolled out.
6.13
The introduction of an accreditation
scheme
will
be
examined
and
assessed. The introduction of a
regulatory approach will present an
opportunity
to
recognise
and
appreciate those landlords which
have made progress in improving
their stock and identify those where
action needs to be taken to ensure
that the reputation of the tenure is
improved.
Trafford
at
the
forefront
of
Sustainable Development
6.14
Through the Growth Point Trafford
is
committed
to
ensuring
that
sustainable development principles
are designed into new development,
alongside other standards including
Building or Life. In addition there is
a sustained commitment to ensuring
May 2009
RSS and Sustainability
The North West RSS places significant emphasis on
recognising the importance of protecting the environment
and addressing the issue of climate change. This is
reflected throughout the Strategy and specifically
referenced through a number of policies, including:
EM 9 Secondary and Recycled Aggregates
•
working with the construction industry to achieve
a target of 20% of construction aggregates to be
from secondary or recycled sources by 2010 and
25% by 2021
EM 16 Energy Conservation and Efficiency
•
Plans and strategies should actively facilitate
reductions
in
energy
requirements
and
improvements
in
energy
efficiency
by
incorporating robust policies which support the
delivery of the national timetable for reducing
emissions from domestic and non-domestic
buildings.
EM 17 Renewable Energy
•
In line with the North West Sustainable Energy
Strategy, by 2010 at least 10% (rising to at least
15% by 2015 and at least 20% by 2020) of the
electricity which is supplied within the Region
should be provided from renewable energy
sources.
EM 18 Decentralised Energy Supply
•
In advance of local targets being set, all
residential developments comprising 10 or more
units should secure at least 10% of their
predicted
energy
requirements
from
decentralised and renewable or low-carbon
sources, unless it can be demonstrated by the
applicant, having regard to the type of
development involved and its design, that this is
not feasible or viable.
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The Housing Strategy
that new transport servicing development is focused upon public transport options, in order to
ensure that households have increased choice in the mode of transport available.
6.15
Taken together, this investment and commitment to improving the quality of new and existing
housing will assist households in reducing fuel costs on the basis of improved energy
efficiency measures.
6.16
There is also a commitment within the Growth Point to ensure that where appropriate the
potential of sustainable energy schemes are considered. This links directly to RSS policies on
reducing the impact of development of the environment and would start to deliver housing
schemes which would score at the top of the scale in terms of Code for Sustainable Homes
ratings.
A Sustainable Transport Framework
6.17
As the preceding Strategic Priority identifies delivering managed growth will require a
sustained emphasis on developing a complementary sustainable transport framework or
network.
6.18
Trafford MBC have produced a Trafford Transport Plan49 which sets out the Vision for
Transport for the Borough:
“Our vision is for a transport network that supports and strengthens Trafford as an attractive,
prosperous, vibrant and safe place where people want to live, learn, work and relax”
6.19
The Plan presents 15 key objectives under the overarching vision, which are in turn linked
with the second Local Transport Plan (LTP) and local priorities, which will guide the Council’s
future investment programme and priorities. These objectives place a significant emphasis on
encouraging a modal shift to sustainable transport modes, therefore reinforcing the emphasis
placed on enabling sustainable growth within this Housing Strategy.
6.20
Creating strong and sustainable connections between housing, employment, service centres
and health and education facilities represent cross-cutting objectives which are also
recognised within planning policy. Delivering the Growth Agenda will make this aspiration all
the more important whilst also potentially presenting resources to aid in its implementation.
6.21
This emphasis on encouraging sustainable travel will have a positive impact on the
environment across the Borough including air quality and the health of the residents of
Trafford.
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The Housing Strategy
Delivering Quality Services
6.22
The issue of quality does not solely relate to physical property conditions but also the
provision of housing services. The Council and key stakeholders have committed significant
resource over the lifetime of the previous Housing Strategy to ensure that the residents of
Trafford enjoy an improved service offer which reflects their needs. Maintaining this
programme of improvements to service provision continues to be an important strand of the
Strategy.
6.23
The Strategic Priority ‘Housing for Vulnerable People’ examines this in more detail and clearly
highlights the importance of delivering integrated services which link together providers across
the Borough. This represents a core priority for the Council and this Housing Strategy places
considerable emphasis on achieving this goal.
Objectives
3a
Continue to work with Trafford Housing Trust and Registered Social
Housing Provider partners to ensure that progress to date on delivering
Decent Homes is maintained and that targets are met through the
lifetime of this Strategy
I. Ensure all Registered Social Housing Providers have clear plans for the
improvement of their housing stock in line with Decent Homes standards
3b
Ensure the introduction of a landlord accreditation scheme to ensure
that quality standards in the private rented sector reflect stock in other
tenures, including social rented properties.
I. Explore options to introduce an accreditation scheme within Trafford.
II. Identify possible funding sources and personnel to manage the introduction of an
accreditation scheme.
III. Assess the number of private rented properties which will be involved within the
scheme with private landlords.
49
The Trafford Transport Plan Final Draft was produced in January 2009
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Trafford Council
3c
The Housing Strategy
Continue to work with developers and Registered Social Household
Providers to ensure that new housing uses innovative build solutions
and has a minimum impact on the environment and adheres to the
timetable of implementing Code for Sustainable Homes Standards as
set by the Government and referenced within the Trafford Core
Strategy.
I. Establish a set of residential building quality standards relating to Code for
Sustainable Home Standards and Building for Life Standards and a programme for
implementation in Trafford.
3d
Encourage the development of sustainable travel patterns and transport
solutions alongside the development of new housing and employment
sites across the Borough
I. Deliver against the Vision / Objectives of the Trafford Transport Plan.
II. Ensure that residents of all new housing developments have ‘choices’ regarding
public and private transport ensuring connectivity with employment and services.
III. Ensure that residents within those identified areas of Priority Regeneration focus
have good access to affordable public transport which links them with key
employment areas and services.
3e
Ensure that corporately Trafford MBC promotes the delivery of Quality
Services and improves customer satisfaction
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The Housing Strategy
7.
Strong Neighbourhoods and Cohesive Communities
7.1
The creation of strong neighbourhoods and cohesive communities lies at the heart of planning
and regeneration policy being advanced across the Borough. This Housing Strategy is
intended to place the people of Trafford first and ensure that the house in which they live and
the neighbourhood in which it is located meet their current needs and future aspirations. At its
core this means delivering against the Vision outlined within the Trafford Community Strategy.
7.2
It is important to recognise, as the evidence in Section 3 highlights that the neighbourhoods in
Trafford vary considerably in terms of their housing and socio-economic characteristics. In the
southern parts of the Borough Trafford contains some of the most sought after locations in the
north of England. These are considered ‘neighbourhoods of aspiration’ as a result of their high
quality environment, connections to areas of high value employment and the quality of the
housing stock. In contrast, there are also concentrations of neighbourhoods and estates,
particularly in the north which are, based on national indicators of deprivation, some of the
most disadvantaged in the country.
7.3
The delivery of a balanced and quality housing offer, a core aim of the first three Strategic
Priorities, is an integral element to the delivery of neighbourhoods and communities that will
continue to represent areas in which residents aspire to live. It is vital, alongside the delivery
of an improved ‘housing offer’ that other elements which also contribute to creating
‘neighbourhoods of choice’ are also delivered in tandem. Creating strong neighbourhoods
requires the delivery of more than simply improvements to the existing housing offer or the
addition of new housing development. Delivering complementary improvements to the social
infrastructure (schools, health facilities, leisure and retail facilities) is critical to fostering the
ongoing development of genuine sustainable communities.
7.4
Alongside regeneration projects and intervention across Trafford there is a need to address
empty homes across all parts of the Borough to ensure that they both contribute to meeting
the evidenced need for housing and do not continue to represent a ‘blight’ on otherwise well
performing neighbourhoods.
7.5
Equally important is ensuring that residents and stakeholders are fully involved in the process
of change and development. This requires a sustained commitment to active engagement of
all parts of the community including those who are often considered more ‘hard to reach’. This
is an important element of developing a sense of community cohesiveness in those
neighbourhoods where this is currently absent. This Strategic Priority also emphasises the
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The Housing Strategy
importance of ensuring that housing and services meet the needs of the increasingly culturally
diverse population of Trafford.
7.6
This broad aim of creating strong neighbourhoods and cohesive communities reflects the LAA
priorities to Improve Quality of Life for All which aims to ensure that no neighbourhoods in
Trafford will feature in the Index of Deprivation’s most disadvantaged 5% in the country by
2021. A concerted focus is therefore required on those areas which currently do not represent
‘neighbourhoods of choice’ across the Borough both in terms of their housing offer but also
their wider social, transport and physical infrastructure.
Improving Quality of Life
7.7
A significant number of neighbourhoods across Trafford are considered as ‘neighbourhoods of
choice’ with strong positive perceptions of both the housing offer and the service provision.
Indeed large parts of the southern half of the Borough include some of the wealthiest
households within Greater Manchester and are included within the ‘Cheshire Belt’, which is
renowned for its accumulation of high earning professionals and the strong ‘quality of place’.
7.8
A large number of neighbourhoods across Trafford also contain communities which exhibit
exemplary indicators of cohesiveness evidenced in a sense of pride and belonging. However,
as the evidence in Section 3 has identified Trafford exhibits a significant polarity in its housing
market and social fabric and there are also small neighbourhoods and estates which currently
suffer from anti-social behaviour and associated stigma which often serves to further worsen
the quality of life of existing communities.
7.9
Trafford Council’s Regeneration Team has identified a number of priority regeneration areas
(PRA’s) based on evidence from the Indices of Multiple Deprivation (IMD). The PRA’s were
identified in Part 1 Policy A1 of the Trafford UDP and will be carried forward into the emerging
Core Strategy. The PRA’s form the focus for delivering investment to improve the overall
quality of place and address the drivers of deprivation. The following areas are identified as
requiring a concerted focus on the regeneration of their physical, economic and social fabric:
•
Manchester Ship Canal Corridor (from Cornbrook, through Trafford Park to the Carrington
and Partington Regeneration Areas).
•
Old Trafford and Gorse Hill Regeneration Areas.
•
Sale West (including Sidmouth Road) area.
•
Sale Moor (Beech Farm/Gratrix Lane), Lostock, Stretford and Timperley (Broomwood)
Neighbourhood Regeneration Area.
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Trafford Council
•
7.10
The Housing Strategy
Altrincham, Sale, Stretford and Urmston Town Centre Regeneration Areas.
The following illustrations provide a spatial picture of these ‘priority regeneration areas’.
Figure 7.1: Priority Regeneration Areas
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The Housing Strategy
Source: Trafford MBC, 2009
7.11
In line with the “Improving the Quality of Life in Trafford” document produced by the Trafford
Partnership this Housing Strategy advocates that as part of delivering a balanced housing
offer across the Borough these areas will continue to be the focus for targeted intervention in
terms of utilising public sector funding to assist in strengthening both the physical and social
fabric, including the housing offer.
7.12
Trafford has a good reputation in terms of its educational facilities and it is important that this
is retained and strengthened as the objectives for housing and economic growth are realised.
The importance of ‘place-shaping’ identified within the Strategic Priority ‘Housing’s
Contribution to Economic Development’ in relation to the delivery of new schools, doctors and
community facilities is core to realising the opportunities to improve the Quality of Life of
residents across Trafford. This has important implications for both strengthening the social
infrastructure in those priority regeneration areas identified above but also in retaining the
positive perceptions and offer within those neighbourhoods of Trafford which perform well and
continue to attract high earning households.
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The Housing Strategy
Realising the Potential of the Existing Stock – Addressing Empty Homes
7.13
The presence of empty homes within neighbourhoods can have a detrimental effect on quality
of place, resident’s perceptions and their quality of life.
7.14
Trafford Council has recently produced a comprehensive Empty Homes Strategy to address
this issue and ensure that the existing stock, which will continue to represent the vast majority
of housing in the future, contributes to the wider Strategic Objectives. In many cases this
existing stock can be used as a means of providing affordable housing and greater choice
with relatively little investment by either the public or private sector. Realising this potential will
be an important strand of delivering housing choice and a balanced offer through the Strategy.
7.15
In order to ensure that the social rented housing offer continues to be used to optimum
efficiency monitoring procedures have been tightened with Registered Social Housing
Providers directly liaising with the appointed Affordable Housing Manager. The current
complicated framework of independent waiting lists and application forms poses an obstacle
for more vulnerable households to access housing they are entitled to and ultimately impacts
on the efficiency of lettings.
7.16
Trafford along with the other 9 authorities in Greater Manchester are represented within the
Pinpoint partnership, along with 13 Housing Associations. Through this scheme customers
register just once with their local authority and this enables them access to all of the
properties on the Pinpoint database. The scheme will be reviewed in 2009 and following this
Trafford will consider the future potential benefits of exploring new options around lettings and
linkages to Pinpoint as well as other choices around Choice Based Lettings schemes.
Community Involvement and Engagement
7.17
In progressing the growth of housing in Trafford and in the regeneration of those areas where
housing intervention is required it is vital that communities are engaged in the transformation
of their neighbourhoods. Involving communities from the start in the process of development
will assist in ensuring that delays are avoided and that quality products are delivered.
Trafford’s Statement of Community Involvement, adopted in 2006 sets out the Council’s
Vision for community involvement in the Planning process:
“The Council seeks to ensure that all people who live, work, invest, own land/property, are
educated in or visit Trafford have a wide range of opportunities to play their part in the future
planning and development of the Borough”
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7.18
The Housing Strategy
The delivery of the Vision is underpinned by a number of principles for consultation which
form a useful base from which to build for all consultation across Trafford and therefore the
delivery against a number of the objectives within this Housing Strategy.
7.19
This Housing Strategy recognises that factoring in residents local needs and concerns is a
central principle in instilling elevated levels of social capital and a sense of belonging within
neighbourhoods. The active engagement of residents and communities will equate to a
sustained sense of responsibility and translate into an ongoing organic maintenance and
improvement of neighbourhoods across the Borough.
7.20
The encouragement of communities involvement in their neighbourhood can be assisted
through the development of community space. Trafford Housing Trust, for example, is
exploring opportunities to deliver further decentralised services through one-stop-shops in the
hearts of communities. They are also taking a broader approach in the creation of a
‘Community Web’ which is a web-based resource which signposts households to a range of
services.
Responding to Cultural Diversity
7.21
The last Strategy placed significant emphasis on recognising the diverse and unique needs of
BME communities across the Borough. A Black and Minority Ethnic Communities Housing
Strategy was produced in 2005 which responded directly to specific research undertaken by
Salford University in 2004.
7.22
The main aims of this Strategy were:
•
To ensure fair opportunities and fair access to services and facilities
•
To ensure that services reflect the cultural diversity of communities
•
To provide appropriate housing within the right place and of the right type
•
To continue to work with all communities to ensure that they shape and influence plans
and strategies
7.23
All of these aims remain true today and progress has been made in ensuring that these
aspirations for change are underpinned by actions. A BME service improvement partnership
has been set up and produced a three year ‘BME Transformation Plan’ to direct service
provision and priorities.
7.24
In order to ensure that the housing needs of those more hard-to-reach groups are both
identified and met innovative engagement techniques have been used as part of
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Neighbourhood Management and Stronger Communities projects, in particular within Old
Trafford. In addition to these processes a BME community worker has been appointed to act
as a more permanent point of contact between various communities and service providers.
7.25
The impact of actions against the Strategy is clear with BME homelessness presentations
reduced by 50% in 2008 and key initiatives such as Trafford Homestep being successfully
marketed to BME communities.
7.26
Whilst recognising this progress, it is also clear that further work is required to monitor and
respond to Trafford’s evolving population profile. There is a need to re-fresh the Strategy to
ensure that the needs of communities new to Trafford in the last few years are met and that
service provision is updated and improved accordingly.
Gypsy and Travellers
7.27
The AGMA authorities conducted research to identify Gypsy and Traveller Accommodation
and Service Delivery Needs across Greater Manchester in 2008. The intention is to use this
research to inform the development of a Gypsy and Traveller Accommodation Strategy at
district level which in turn will inform Local Housing and Homelessness Strategies, Supporting
People Strategies and Local Development Frameworks across Greater Manchester.
7.28
In headline terms the research has demonstrated that across Greater Manchester, there is a
current additional need of 416 pitches and projected need of a further 29 pitches, allowing for
household formation (to 2015). The study identified that taking account of the potential supply
the net estimated shortfall across Greater Manchester to 2015 is 381 pitches.
7.29
The district breakdown identified that within Trafford there is a total shortfall (to 2015) of 22
Gypsy and Traveller Pitch requirements. There were no identified pitch requirements in
Trafford for Showpeople.
7.30
A number of strategic responses are identified for the Borough to respond to:
•
Identify suitable land for the development of new site provision
•
Consider ways to support Gypsies, Travellers and Showpeople in the planning
application process
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•
Ensure that new provision conforms to the emerging site design and layout guidance
•
Make existing site provision fit for purpose
•
Develop transit or stop-over provision
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7.31
The Housing Strategy
•
Tackle inequality in access to services
•
Raise awareness and tackle prejudice and discrimination
This Housing Strategy highlights the core actions required and continues to advocate the
importance of developing a Gypsy and Traveller Accommodation Strategy for Trafford which
links with this Strategy, the LDF and future iterations of the Supporting People and
Homelessness Strategies.
Objectives
4a
Through planning policy ensure that appropriate neighbourhood
infrastructure, services and facilities are funded through development to
meet the needs of existing and new communities.
I. Ensure that investment in the social infrastructure accompanies areas of housing
growth and development. This will include the adequate provision of educational,
health and community facilities
II. Work to ensure that Trafford continues to be renowned for the high quality
educational facilities within the Borough.
4b
Continue to promote the regeneration of those priority areas and
neighbourhoods identified through emerging planning policy to create
strong neighbourhoods of choice.
III. Ensure a strong relationship between housing market and needs intelligence and
the outcomes of neighbourhood masterplanning exercises.
IV. Continue to monitor and evaluate the impact of regeneration and housing
interventions to ensure that the associated outcomes and outputs of change are
recognised and reflect value for money.
4c
Implement the actions set out within the Empty Homes Strategy to
ensure that the current stock across Trafford contributes positively to
meeting objectives set out within the other Strategic Priorities and does
not impact negatively on existing neighbourhoods.
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I. Investigate new approaches to delivering Group Repair and Housing Improvement
Programmes in those areas of priority regeneration need. This will include a full
audit of potential financial ‘tools’ including both loans and grants.
II. Assess and evaluate the operation of management companies, in particular within
recently constructed apartment buildings, to ensure that the condition of properties
is maintained and that residents’ needs are being met.
III. Consider revising the current waiting list approach within the Borough including
reflecting on the review of the Pinpoint partnership and the benefits of a Choice
Based Lettings scheme.
4d
Continue to deliver services that reflect the cultural diversity of
communities.
I. Improve the process of monitoring the current take-up of services by BME and other
minority groups in order to refine service delivery.
II. Refresh the Black and Minority Ethnic Housing Strategy to take account of the
changing demographic and household profile of the Borough.
III. Enhance the evidence base to better understand where new and existing BME
communities live and what their specific housing needs are.
4e
Ensure that a wide range of community groups are represented in
accordance with the Council’s adopted Statement of Community
Involvement (SCI).
I. Ensure that the residents of Trafford are able to easily access information to enable
them to engage in the process of development.
4f
Develop a Gypsy and Traveller Accommodation Strategy for Trafford
I. Reference objectives outlined within the Gypsy and Traveller Accommodation
Strategy within the Local Development Framework
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8.
Housing for Vulnerable People
8.1
This Strategy continues to recognise the importance of delivering and promoting services
which meet the needs of the Borough’s diverse and vulnerable communities. This recognises
the emerging work at the regional level through the ‘Regional Strategic Framework for
Housing Support Services in the North
West’ which is due for finalisation in the
early phase of this Housing Strategy.
8.2
Regionally
recognises
the
the
Housing
three
Strategy
categories
of
vulnerable people defined by the CLG.
These being: people seeking to maintain
independence
with
support;
people
requiring support with care and people
who are socially excluded. This Strategy
reflects the approach to addressing the
needs of these groups in Trafford as well
as adopting a broader more holistic
definition of other groups which have the
potential to be excluded or disadvantaged
in terms of accessing services and
housing solutions on offer.
8.3
This Housing Strategy also recognises the
Supporting People Review – Priorities
Social Inclusion
• Services that focus on outcomes that promote
social inclusion
• Services that address those with high level or
complex needs such as offending behaviour
and drug/alcohol misuse
• Continue the process of shifting the balance
of services and resources towards prevention
• Services that support improved move on from
short stay schemes
Care and Support
• Services to support people with older carers
• Services to enable service users to move on
to more independent living
• Services to meet the needs of people
currently placed out of borough
• Services for people who have complex
health/physical needs
• Services that provide support for carers
• Ensure that services are appropriate and
accessible to meet the needs of people from
BME communities
• Specialist supported services for mentally
disordered offenders
Vision established within the Trafford
MBC Supporting People Strategy 200510:
“The Supporting People Programme will
bring quality, joined-up and cost effective
housing related support services for the
broad diversity of vulnerable people living
in Trafford. These housing related support
services will enable vulnerable people to
Older People
• The further development of extra care or frail
elderly schemes
• Services which improve the accessibility of
services to older people from BME
communities
• Handy person provision for small jobs
• Development of social activities which
promote health, independence and wellbeing
in the community using sheltered housing as
the base
•
Closer integration of health and care services
into sheltered housing
maintain a home in the community and
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will assist people to retain independence and choice in their lives, promoting social inclusion
and preventing crisis intervention”
Supporting People
8.4
In 2008 the Trafford Supporting People Team produced a review of Priority Needs Supporting
People Commissioning and Procurement Strategy 2005-2011. The Trafford Supporting
People Programme offers vulnerable people the opportunity to improve their quality of life and
commissions services to this end. Reflecting the changing needs and priorities within the
Programme the review has identified needs and gaps in services with the aim of revising and
refreshing the key strategic priorities.
8.5
The review identified a number of proposed priorities to take forward under the three
groupings or headings of services; Social Inclusion Services, Care and Support Services and
Older People Services. A summary of these is included in the adjacent text box.
8.6
These will set the context for future investment and be translated into an updated Strategy
which will complement the objectives and actions set out within this Housing Strategy.
Addressing the Needs of Older Person Households
8.7
The predicted uplift in the number of older person households across the Borough (a national
trend) requires careful consideration in delivering sufficient choice within the housing offer to
meet a diverse variety of needs solely within this demographic. Emphasis should continue to
be placed on ensuring that where possible, and where it is appropriate, that older person
households are able to remain within
their existing home and certainly within
close proximity to established family and
social networks.
Innovative Extra Care Provision
Elkin Court Extra Care Facility – Housing 21 &
Trafford MBC
•
8.8
Continuing to promote the principles of
Lifetime Homes within new development
is critical to ‘future-proofing’ the new
generation
of
housing
within
the
Borough. As service providers are now
finding,
retro-fitting
properties
to
•
•
•
£2.2m social housing grant from the Housing
Corporation
Provision for 40 high quality one and two
bedroom apartments for older people
24hr care provided to meet residents’ changing
needs, offering local people more housing choice
and the chance to remain independent for longer
Day centre, restaurant, guest room, shop and a
hairdressing salon open to the general public,
enhancing links with the local community
incorporate the best practice principles
endorsed through Lifetime Homes, which sustain the shelf-life of properties for their
inhabitants, is very costly and often inhibited through the integral structure of the property.
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Therefore these principles will be encouraged, where it is possible, to be adopted from the
design stage of development to ensure greater flexibility in the future.
8.9
An emphasis on innovation has been promoted by Trafford Council in its exploration of the
potential of different assistive technology and design features. Two pilot sites have already
been established to implement emerging innovative solutions and a demonstration home
agreed with Trafford Housing Trust and DLC. Innovative approaches will continue to be
promoted and implemented in partnership with Registered Social Housing Providers and
private sector developers.
8.10
Whilst the implementation of these principles will assist in meeting the needs of a large
proportion of households there is also a sustained need to deliver Extra Care housing to meet
the specific needs of those residents whose needs can no longer be met through their existing
accommodation50. Trafford Council have recently undertaken a ‘Best Value Review of Elderly
Accommodation’ which identified that there is a shortage of provision within the Borough, with
a considerable amount of private stock not sufficiently meeting residents needs and
representing a comparatively expensive proposition compared to other parts of Greater
Manchester. In particular the report highlighted the current shortages of dementia placements
vacant and available in the Borough. It is important that the recommendations of this review
are delivered against and prioritised in the future.
8.11
Trafford has been successful in obtaining Housing Corporation monies to deliver new Extra
Care units therefore increasing the overall stock available. This has included the Elkin Court
Extra Care Housing scheme ant the Department of Health funded Extra Care development at
Newbury Court, Timperley which received planning permission in 2009.
8.12
There is however a need for further properties to be developed through the public and private
sectors, with careful consideration given to appropriate locations and the mix of tenures and
products available. This should pay reference to the conclusions of the HMA (2006)
summarised in Section 3, which suggest a high level of demand for market housing for older
persons, but also ongoing monitoring regarding the financial circumstances of older person
households as a result of the current economic and financial climate.
8.13
Enabling actions have already taken place, including a review of the provision of sheltered
accommodation across the Borough. An Accommodation and Support Group has recently
been set up to develop a more co-ordinated approach to the provision of accommodation and
50
Note: The Trafford HMA (2006) estimates that there are a total of 4,289 ‘frail elderly households’ within
Trafford with 10.4% of these living in unsuitable housing. It also estimates that there are a total of 6,023 older
person households with special needs.
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support for vulnerable groups. This group contains senior representation from Planning,
Housing Strategy, Supporting People, Adult Social Care and Asset Management.
Supporting People/Households with disabilities
8.14
Meeting the needs of residents across Trafford with both physical and learning disabilities is
an important component of this Strategic Priority. Trafford has designed an integrated range
of services designed to assist people to remain at home. These include the use of Disabled
Facilities Grant (DFG) monies to deliver minor and major adaptations to the home and
community equipment services.
8.15
The allocations of funding to deliver adaptations to homes, however, are considerably over
subscribed reflecting the high demand for the service and the costs involved on an individual
property basis. There are a number of areas where progress needs to be made in order to
continue to meet needs. This includes for example a closer partnership working with Social
Housing Providers to ensure that the money that the Council is allocated is able to be spread
over a greater number of properties, with Social Housing Providers contributing to costs
alongside Central Government. In addition it is very important that new properties are built
adhering to best practice standards and with in-built flexibility to limit the level of adaptations
required in the future and the cost of delivering those where they are required.
8.16
Trafford Council has already started, through the publication of development briefs for
significant housing development sites, to stipulate that DDA requirements are built into the
design of new housing. It will be important to continue to liaise with key frontline service
providers to ensure that further options are explored and applied to housing, particularly
where there are opportunities to be increasingly prescriptive in relation to the types and
tenures of housing which is being delivered through either the Growth Point programme or
other masterplanning work.
8.17
In line with many of the objectives within this Strategy close partnership working will be
required to ensure that the specific needs of households are met, this will need to include a
broad range of representatives covering adaptations, planning, social services and health
services. The opportunity exists to formalise this partnership approach through attendance at
the Integrated Community Equipment Services (ICES) board.
Young People
8.18
Addressing the needs of vulnerable young persons and young person households remains a
priority of the Council. As outlined within the Strategic Priority ‘Affordability, and Access to
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Housing’ addressing youth homelessness is a priority within the Borough’s Homelessness
Prevention Strategy. Maintaining a focus on ensuring that young people are equipped to enter
the job market is also a critical factor in enabling them to access housing choice now and in
their lifetime.
8.19
There is a need to further develop accommodation which can directly cater for the needs of
young households. This needs to reflect their lifestyle requirements but also factor in key
considerations such as the proximity of service providers to deliver advice and assistance to
households who may lack the skills and confidence to live independently. Further partnership
working is required between stakeholders directly involved in the development and deliver of
housing services and Children’s and Young People Services to ensure that current and future
accommodation needs are met.
8.20
Trafford already runs a Supported Lodgings Scheme which recruits local people – ‘Lodgings
Providers’ to provide safe, secure and supportive accommodation within their own homes to
young people aged 16-21. Continuing to expand this Scheme will be an important factor in
meeting those more vulnerable young person households, however, it is also important that
further services meet the needs of these households once they become ineligible for the
service.
8.21
The Government’s commitment to ending the use of B&B accommodation for 16-17 year olds
by housing authorities and children’s services, except in emergencies and then only for a very
short period, by April 2010, will present a challenge for Trafford. This will need to be taken
account of in service planning for both temporary and move-on accommodation.
Actively Promoting Cross Service Delivery
8.22
Alongside encouraging the provision of housing which meets the current and future needs of
those more vulnerable segments of the population it is vital that service delivery, in particular
awareness of the range of services and linked products, is improved across the Borough.
8.23
Since the last Strategy considerable progress has been made in working with service
providers to raise awareness through the establishment of new partnerships and the
attendance of house offers to existing network events and forums. This has included for
example regular attendance at the 50+ Partnership and Older People Local Implementation
Team.
8.24
The approach to service delivery articulated through this Strategy recognises that housing
often represents an entry point for other front line services the Council offers. Close
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communication is therefore required with other service providers within the Council and
external groups to ensure that the opportunity is taken through the engagement on housing
matters to promote other opportunities available to households to improve their quality of life.
This could for example include signposting households to training or employment resources
and services as well as services aimed at addressing health and well-being.
8.25
Cumulatively this highlights the role of the Housing Strategy in contributing towards
addressing issues around the worklessness agenda, meeting young person’s needs and
focusing on early intervention measures to contribute towards the prevention of
homelessness.
Objectives
5a
Promote choice by providing housing services which promote health,
independence and capacity.
I. Continue to increase the proportion of older people using home care answering
‘extremely’ or ‘very satisfied’ in User experience survey.
5b
Through the provision of new housing stock meet current shortfalls in
the provision of housing which meets the needs of identified vulnerable
household groupings including older person households.
I. With reference to the recommendations of the Best Value Review of Elderly
Accommodation deliver new housing for older person households suitable for a
range of household circumstances (tenure and type), including ‘extra-care’ housing
to meet the current shortages of dementia placements.
II. Provide policy references within the LDF to ensure that all development adopts
Lifetime Homes principles to ensure that greater choice is available and housing
need is met.
III. Continue to investigate assistive technology and design features to ensure that
houses continue to adapt to the needs of households.
IV. Ensure that new properties are encouraged, through planning policy and in dialogue
with developers and social housing providers, which meet specific cultural and
religious family needs.
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5c
The Housing Strategy
Continue to encourage cross-department delivery to ensure that
packages of services are tailored to the individual’s requirements.
I. Ensure
strong
linkages
between
Strategies
and
Policies
including
the
Homelessness Strategy, BME Strategy and the Supporting People Strategy.
II. Improve communications between key service providers to ensure that the impact
of funding is able to be maximised and that new funding opportunities are taken
advantage of.
5d
Engage hard-to-reach groups across the Borough and ensure access
to information and support.
I. Use established community networks to facilitate access to information about a
range of housing services.
II. Service providers to continue to accurately record the take-up of services by BME
clients.
III. Signpost households to BME specific Registered Social Housing Providers.
IV. Produce a service directory publication which covers all aspects of housing
services.
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IMPLEMENTATION AND DELIVERY
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9.
A Strong Focus on Delivery
9.1
There has been a strong level of success in delivering against the objectives set within the
previous Housing Strategy (2005 – 2008). Public sector funding has been used to drive the
delivery of a number of projects, including research commissions but also physical
improvements to the housing stock. However, importantly a significant amount of private
sector funding has been leveraged in to assist the Borough in delivering against its Vision.
Delivery Plans
9.2
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
establish a clear route for delivery.
9.3
These Local Delivery Plans will contribute towards and link with the high level Local Area
Agreement. In line with the stipulations within the LAA these delivery plans include
appropriate tracking of performance at six monthly intervals.
9.4
Three Delivery Plans accompany this Strategy as shown below:
Figure 9.1: The Housing Strategy and Delivery Plans
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Strategic Housing Partnership
9.5
The Strategic Housing Partnership is one of the thematic partnerships that make up the
Trafford Partnership. The Trafford Partnership is the Borough’s Local Strategic Partnership
and is tasked with delivering the Community Strategy and the Local Area Agreement.
9.6
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 everyone within the Borough who has an interest in housing is brought together and is
therefore the focus for strategic housing activity.
9.7
The Strategic Housing Partnership is served by its Executive which is drawn from members
elected from selected sub-groups. The Partnership has gone from strength-to-strength over
recent years and now has a strong representation from public and private stakeholders. Over
the lifetime of this Strategy it is important that the Homes and Communities Agency (HCA)
become increasingly involved in the Partnership in order to utilise their skills and resources.
9.8
The Partnership has been actively involved in the preparation of this Strategy and it is
intended that the Strategic Priorities set out within this Housing Strategy will be delivered
through the Partnership. This will therefore draw together the public, private and voluntary
sectors in the delivery and implementation of actions against the Strategic Priorities and
objectives.
9.9
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 i.e. other stakeholders and representatives involved in delivering the Strategy either
directly or indirectly.
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Figure 9.2: Partnership Approach
9.10
In order to deliver the Strategy it is important to ensure that the Housing Partnership continues
this Championing role for the Strategy. At an officer level within the Council this role will be
undertaken collectively by the Housing Services team and Strategic Planning. Engaging and
working with other partners will be fundamental to successfully delivering the ambitions of the
Strategy.
9.11
The following diagram set out a number of core partner organisations who will provide an
important role in assisting Housing Services and Strategic Planning. It is important to
acknowledge the breadth and scope of these organisations, reflecting the holistic approach to
delivering housing services and development outlined within this Strategy. It is likely that as
the Strategy develops this list of organisations will continue to grow and expand as new
partnerships are formed.
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Figure 9.3: Partners involved in Delivering the Housing Strategy
9.12
As part of the delivery of the Strategy the Council is proposing to undertake a re-organisation
of staff resources and team structures to improve the efficiency of service delivery and ensure
that the teams contain sufficient capacity, resource and skills to deliver the Strategy.
9.13
As the diagram above illustrates, drawing upon the capacity and skills of wider Partners will
be fundamental to delivering against the ambitious priorities and objectives set within the
Strategy. The review of staffing resources and skills will therefore need to take account of the
capacity within external partner organisations and assess where key opportunities for joint
working and the pooling of resources and skills exist in the future.
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Funding and Resources
9.14
Whilst the financial markets are currently responding to a significant crisis the Council is still
committed to delivering against the objectives set within this Strategy. The Government has
sustained its commitment to providing significant levels of public sector funding to assist in the
delivery of economic, regeneration and housing projects and schemes and the Council will
ensure it is well placed to take advantage of funding and investment opportunities (both public
and private) as they arise.
9.15
Indeed through the Growth Point Programme Trafford is working with the Homes and
Communities Agency (HCA) to develop an appropriate bespoke delivery mechanism to assist
in obtaining maximum value for money through partnership working between the public and
private sectors and enable the delivery of new market and affordable housing. The
development of new delivery mechanisms will be a priority for the Council and will open up
new opportunities to leverage in public and private finance to assist in delivering the Strategic
Priorities set within this Strategy.
9.16
Continuing to develop and strengthen the provision of services is critical to achieving the
targets set to improve service delivery. Existing mainstream resources will be used to deliver
value for money in relation to both capital and revenue funding sources.
9.17
The Regional Funding Advice (RFA): The Advice of the Northwest Region (December 2008)
sets out the regions funding priorities to address the challenges identified through the existing
suite of regional Strategies. Three blocks of spending priorities form the structure of the
Advice with the Housing & Regeneration block being particularly relevant to the delivery of this
Housing Strategy.
9.18
In responding to the current economic climate the RFA sets out a number of actions to
support the housing market:
•
Stimulate building by investing in target areas to improve quality of stock and secure the
right mix of tenure;
•
Identify opportunities to protect and stimulate the housing market and improve home
buyer confidence through a focus on growth and regeneration areas with associated skills
development and employment, financial and housing advice; and
•
Develop new models for investment surety with a focus on underwriting asset value and
examine new investor opportunities. Access to finance proposals should recognise the
changed lending conditions which are likely to remain.
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9.19
The Housing Strategy
This Strategy has aimed to tie these to Trafford’s objectives and there will therefore be clear
links to funding and investment resources. The RFA recognises the Growth Point areas,
including Greater Manchester and therefore Trafford as an important opportunity for
supporting economic growth and include them as a priority.
9.20
The following table is replicated from the RFA and provides an estimate of the resources
allocated and committed by sub-region (across the North West) from all housing and
regeneration funding streams and agencies in 2008/09.
Figure 9.4: RFA Regional Spending Priorities
2008/09
Allocations
&
commitment
Cheshire
Cumbria
Greater
Manchester
Lancashire
Merseyside
NW total
£29m
£24m
£220m
£131m
£147m
£551m
Progress
9.21
The table below outlines where the Council has utilised capital funding to develop core
elements against the previous Housing Strategy.
Figure 9.5: Trafford MBC Capital Funding Spend
May 2009
2005/06 – 2007/08 £000
Estimate 2008/09 £000
CPO
46
78
Housing Assistance
2,834
921
Adaptations
4,089
1,660
Area Renewal
1,549
2
Affordable Housing
1,618
283
Other Housing
1,731
965
Total
11,867
3,909
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Planned Expenditure and Resources
Summary of Planned Capital Expenditure
9.22
The table below provides a summary of planned capital expenditure over the next three years,
together with the planned resources required to finance this level of investment.
Figure 9.6: Trafford MBC Planned Capital Expenditure and Resources
Estimate 2009/10
Estimate 2010/11
Estimate
£000
£000
2011/12 £000
Planned Capital Expenditure
CPO
564
Housing Assistance
900
900
900
Adaptations
1,600
1,600
1,600
Affordable Housing(*)
966
646
Other Housing
1,349
317
227
Total
5,379
3,463
2,727
Housing Capital Grant
1,990
1,990
1,900
Specified Capital Grant
744
677
677
Housing Growth Points
407
646
Extra Care Housing Grant
965
Developer Contributions
559
Other Contributions
150
Capital Receipts
564
Planned Resources
May 2009
150
150
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Trafford Council
Total Resources
The Housing Strategy
5,379
3,463
2,727
(*) Includes Housing Growth Point provisional allocations in 2009/10 & 2010/11 of £407k and
£646k respectively, subject to agreement.
Planned expenditure in later years is subject to resources being available
Funding Sources – Capital
9.23
The formation of the Homes and Communities Agency will have a significant impact on how
investment and funding is allocated. From 2009/10 the National Affordable Housing
Programme (NAHP) will fall under the HCA’s remit alongside other funding streams including
HMR, Decent Homes, Growth funding and English Partnership programmes.
9.24
In line with the emerging HCA business model all of these funding streams will become
aligned with the HCA strategic priorities and focus on the delivery of growth, renewal,
affordability and sustainability.
9.25
It will be therefore important that Trafford develops a set of comprehensive investment
priorities setting out the Borough’s priorities for funding (Vision and projects). Through the
sub-regional Greater Manchester Partnership this will therefore establish the basis for the
HCA to respond to via the ‘Single Conversation’ approach. This will need to be developed
through the lifetime of the Housing Strategy with housing priorities clearly being used to
directly input into the process of identifying local investment priorities.
9.26
Building on the table showing identified capital resources the following section provides brief
summaries of the funding resources identified and potential opportunities and ‘risks’
associated.
Growth Fund / Community Infrastructure Fund
9.27
The AGMA authorities were awarded a total of £12.5 million from the Growth Fund pot
available to Second Round Growth Points. This funding is not ring-fenced and is intended to
assist the Growth Point authorities to deliver enabling projects and schemes, including
infrastructure, to assist in the acceleration of the delivery of housing in line with the submitted
Programme of Development.
9.28
Trafford has been awarded a provisional allocation of £1.107m to deliver projects which assist
in accelerating its programme of housing delivery. This funding will be provided in two
allocations over the next two financial years.
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9.29
The Housing Strategy
Further funding may be obtained as a result of successful bids to the Community
Infrastructure Fund submitted in September 2008. It is not anticipated that the level of funding
allocated to the Greater Manchester Growth Point will be confirmed until the end of 2009.
9.30
The RFA recognises that no long term funding commitment has been given to the national
Growth Point programme and states that on this basis there is likely to be an alignment of the
mainstreaming of funding commitments to support these areas through the HCA new
business model.
Homes and Communities Agency (HCA)
9.31
The HCA now manages an annual budget of approximately £5bn. This includes monies
previously managed through both English Partnerships and the Housing Corporation. Trafford
as part of the Greater Manchester sub-region, has been identified as a pilot authority to
develop the ‘single conversation’ approach with the HCA and the opportunity therefore exists
to potentially resource additional funding through various funding streams of the HCA over the
lifetime of the Strategy.
Developer (S106) contributions
9.32
Since 2001/02 Trafford MBC has received £1.1m of contributions from private developers in
lieu of providing affordable housing on their sites. This money has been expended/committed
on the provision of new affordable housing.
9.33
Ongoing policy in the Trafford UDP and emerging Core Strategy requires that affordable
housing should, wherever possible, be provided on site. Whilst the allocation as a Growth
Point presents the opportunity to deliver a managed uplift in the levels of affordable housing
delivered annually current market conditions mean that it is likely that as a result of an overall
reduction in the number of houses completed, S106 monies and affordable housing units will
be reduced, at least over the short-term.
Housing Capital Grant
9.34
Government grants have been used to finance major aspects of the Housing Capital
Programme, including Specified Capital Grant for disabled facilities grants. The allocation of
Specified Capital Grant is estimated to reduce from £744,000 to £677,000 by 2010/11 and
remain at this level for 2011/12. Housing Capital Grant of £1.990m has been awarded for
2009/10 and the Strategy assumes this level to continue to later years.
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Capital Receipts (including Right to Buy)
9.35
The slow-down in the development of new housing schemes, at least over the short-term,
linked to the wider economic problems being experienced nationally makes it particularly
difficult to speculate on the levels of capital receipts that the Council can expect to receive
over the life-time of this Strategy.
9.36
The current market conditions suggest that a conservative perspective should be taken
regarding the level of resource likely to be received through receipts over the next couple of
years.
9.37
As part of the development of a new delivery mechanism linked to the Growth Point the
Council will need to explore a range of approaches to disposing of its land in order to assist in
enabling development to occur within the Borough. This will need to be undertaken in
partnership with the Homes and Communities Agency in order to draw upon its expertise in
enabling and brokering the re-use of surplus public assets.
9.38
Nationally, a number of authorities, through models such as the Local Housing Company, are
looking at approaches to the disposal of land which, rather than a single receipt at point of
sale use developer agreements to ensure that the Council benefits from longer term overage
generated from schemes. Whilst this has the potential to generate greater sums of money in
the longer-term it does impact on the phasing of receipts and will need to be given greater
consideration if market conditions continue to be challenging.
9.39
Through its regeneration programmes the Council has, over recent years, purchased housing
where it is vacant and/or derelict using, where necessary, its Compulsory Purchase powers.
These houses are then sold on with the receipts being used to offset the cost of purchase.
The Council plans to undertake a review of the potential of investing in the properties
purchased prior to sale to explore whether the opportunity exists to increase the value for
money of intervention. Potentially this could involve working in partnership with Social
Housing Providers and other housing service providers in the Borough, with properties being
retained as part of the affordable housing portfolio rather than directly being sold. This would
have implications for budgets and the timing of receipts / revenue return.
Extra Care Housing
9.40
Trafford have successfully bid for funding resources from the Department of Health to deliver
extra care housing for elderly households. Successful recent bids include the award of £1.9m
towards a scheme in Timperley.
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9.41
The Housing Strategy
The Council will continue to seek further opportunities to bid for further monies to deliver
elderly extra care and supported housing. The availability of monies for which to bid is
uncertain.
9.42
Almost £1million of Extra Care Housing Grant is forecast for 2009/10 although there are
currently no allocations in the years beyond this.
Housing Grant / Loans
9.43
For a number of years the Council have been delivering a range of Group Repair and external
improvements to housing through the use of housing grants, which are not planned to be
sustained in the future. However, the Council is currently exploring a range of options,
including a variety of funding options linked to different types of loan products to continue to
deliver external improvements to housing.
Trafford Homestep
9.44
A scheme to assist key workers acquire property is currently being undertaken with a budget
of £1.5m supported by government funding. The scheme involves the provision of equity
loans in conjunction with a registered social landlord.
Sale of Acquired Housing
9.45
Through it’s regeneration programmes the Council has, over recent years, purchased housing
where it is vacant and/or derelict using, where necessary, it’s Compulsory Purchase powers.
These houses are then sold on with the receipts being used to offset the cost of purchase.
9.46
The Council plans to undertake a review of the potential of investing in the properties
purchase prior to sale to explore whether the opportunity exists to increase the value for
money of intervention. Potentially this could involve working in partnership with RSLs and
other housing service providers in the Borough, with properties being retained as part of the
affordable housing portfolio rather than directly being sold. This would have implications for
budgets and the timing of receipts / revenue return.
Mortgage Rescue Scheme
9.47
Nationally the Government has allocated £200m towards a package of measures designed to
prevent some of the most vulnerable families losing their homes and experiencing
repossession. This scheme is aimed at those who would be eligible for homelessness
assistance and is subject to a range of eligibility criteria.
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9.48
The Housing Strategy
Trafford has been identified as one of the ‘fast track’ authorities to receive assistance through
the scheme. The number of successful applicants within the authority is unknown and will
require careful monitoring.
Prudential Borrowing
9.49
Since April 2004, Councils have been able to borrow resources without credit approvals under
the Prudential Borrowing Code. A number of authorities have used this resource to deliver
innovative housing projects including for example, extra care facilities, service centres and
Decent Homes investment51.
Funding Sources – Revenue
9.50
In addition to Capital Funding resources revenue funding has an important part to play in
delivering the Housing Strategy. The following section sets out the revenue funding streams
currently identified which relate directly to the delivery of the Housing Strategy. It will be
important for the Council and its Partners to evaluate and respond to further opportunities to
obtain and utilise revenue funding, with particular reference to innovative projects aimed at
assisting home owners through the current financial climate and to ensure that other more
‘vulnerable’ residents continue to be assisted to improve their quality of life and experience of
Council services.
Figure 9.7:Revenue Funding Budget
Funding Stream
Net
Controllable
Budget – 2009/10
Housing Strategy – Core Costs
£300,000
Housing Options
£400,000
Adaptations
£0
Housing Renewal
£300,000
Trafford Care & Repair
£50,000
Comments
£300,000
expenditure
recharged to capital
51
Source: ‘Funding innovation: local authority use of prudential borrowing’ Local Government Association
2008
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Housing Standards
£100,000
Total
£1,100,000
£5,400,000 Grant plus
Supporting People
£5,600,000
£200,000
commissioning costs
Growth Fund
9.51
Of the £12.5m allocated to the Greater Manchester Growth Point £1.14m is allocated as
revenue funding. This funding is not ringfenced. The intention is for these monies to be
directed towards reinforcing staff resources and key research projects. The Council is in the
process of assessing the balance of the funding allocated from this sum to Trafford between
capital and revenue projects.
Housing Strategy
9.52
Trafford Council have allocated £0.3m of revenue funding over 2009/10 to cover the core
costs of delivering the Housing Strategy.
Trafford Care and Repair
9.53
Trafford Council have allocated £0.05m in revenue funding towards Trafford Care and Repair
across 2009/10.
Housing Options
9.54
Trafford Council have allocated £0.4m to the development of an enhanced Housing Options
service over 2009/10.
Supporting People
9.55
Trafford receives £5.4 m per year to deliver the services included within its Supporting People
Programme. To ensure that this is money is used in the most effective way Trafford Council
have developed a Supporting People Commissioning and Procurement Strategy covering the
years 2005 to 2010. An additional £0.2m has been allocated to cover commissioning costs
over 2009/10.
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Medium Term Financial Strategy (MTFS)
9.56
The Medium Term Financial Strategy (MTFS) is an assessment of the Council’s current
financial position, and a determination of the financial position the Council wishes to be in the
medium term (3 years) given the environment the Council operates in and what it wishes to
achieve. In this way the Council not only secures delivering essential public services in the
present, but also makes sure it is in a sustainable position to do so over the medium term and
for the future.
9.57
The Council prepares a Capital Strategy each year as part of its MTFS. This details, amongst
other things, the process for prioritising our capital investment. This is an objective process
and focuses on ensuring that our decisions on capital investment are based on our strategies
and priorities. Therefore, housing features significantly in this process and new housing
schemes are included in the Capital Programme in line with resource availability.
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10. Monitoring and Review
10.1
The Policy and Strategy context continues to evolve at a rapid pace and it is important that the
Housing Strategy is subject to a process of regular review to ensure that it reflects up-to-date
wider national, regional, sub-regional and local policies and strategies.
10.2
The imminent production of the Greater Manchester Single Strategy and the linked Greater
Manchester Housing Strategy will, in particular, require a potential review of the Strategy to
ensure that the priorities identified for Trafford align with the sub-region and in particular other
authorities within the same functional housing market area.
Monitoring Outputs and Outcomes
10.3
The accompanying Delivery Plans will, through links with the Strategic Priorities and
objectives set out within this Housing Strategy set quantifiable targets against which progress
will be judged and evaluated. There is a clear need to link with the indicators and targets set
within the Trafford LAA 2008 – 2011 and, in terms of the delivery of planning indicators,
emerging Planning Policy targets.
10.4
Taken together the Housing Strategy and Delivery Plans therefore provide an important
reference point against which services, projects and schemes can be considered in terms of
their relative contribution to the Vision of this Housing Strategy and the Community Strategy.
10.5
In developing new targets and linking existing established indicators to objectives the Strategy
places considerable emphasis on the Government’s shift away from simply monitoring output
measures but also the outcomes which are achieved. The relative performance against
outcomes can be harder to monitor and evaluate however, it reflects the underlying themes
within this Strategy and the focus on the social aspects of housing as well as the physical
aspects.
10.6
Further work will be required through the lifetime of the Strategy to develop further appropriate
indicators to monitor appropriate outputs and outcomes under the objectives set beneath the
five Strategic Priorities. Targets should be set to be closely aligned with indicators used by the
HCA in its monitoring of its performance against its priorities.
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Monitoring Arrangements
10.7
The accompanying Delivery Plans set out tasks associated with monitoring the objectives
underneath each of the five Strategic Priorities. These include milestones and identify core
personnel or groups responsible for the successful delivery against targets.
10.8
The overarching responsibility for monitoring the Delivery Plans will rest with the Strategic
Housing Partnership Executive, but for specific actions they may delegate to a sub group
where they would be better suited to implement their objective.
10.9
We will, through the Strategic Housing Partnership (SHP) Executive, ensure that the views of
service users are considered wherever required. This will be through Service Improvement
Groups which will be specifically charged with ensuring the views of users are represented.
These will include the Homelessness Service Improvement Group, and the BME Service
Improvement Partnership. As these sub-groups have been elected to sit on the SHP
Executive, the service users will have a key say in the application, the implementation, and
the annual revision of the Delivery Plans.
10.10
Key projects implemented through the Housing Strategy will be subject to post scheme
evaluations. The Housing Strategy team have already developed experience in using this
approach and this represents an important part of understanding the value and contribution of
projects as well as an assessment of lessons leant to be carried over to future work and the
identification of potential risk factors.
10.11
For each of the tasks/actions listed within the Delivery Plans, there is a monitoring procedure
outlined, this will be done in conjunction with monitoring performed by the SHP Executive. By
ensuring that there are two separate monitoring functions in place, we feel that the Delivery
Plans can ensure real progress is made in achieving our objectives, which will result in
increased quality of service, and increased user satisfaction.
National Indicators
10.12
In 2007 the Government announced a Single Set of National Indicators (the National Indicator
Set – NIS). The NIS is the only set of indicators on which central Government will
performance manage local government, and they have replaced, since 1st April 2008, all other
existing sets of indicators, including the Best Value Performance Indicators (BVPI’s) and
Performance Assessment Framework (PAF) indicators.
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10.13
The Housing Strategy
For each of the Strategic Priorities Trafford Council will therefore complement the monitoring
procedures outlined above and in the Delivery Plans through the use of the National
Indicators. This will allow a comparison with neighbouring Authorities and a benchmarking
against Regional and National averages.
10.14
Judging the performance against the NIS will directly allow for performance to be gauged
against the Public Service Agreements (PSAs) set out in the Comprehensive Spending
Review (CSR) and Departments’ Strategic Objectives (DSOs). It is important to note that the
following list is not comprehensive but highlights those PSAs and DSOs considered to be
directly relevant to the Strategy:
•
PSA 16 Increase the proportion of socially excluded adults in settled accommodation and
employment, education or training.
•
PSA 17 Tackle poverty and promote greater independence and well-being in later life.
•
PSA 19 Ensure better care for all.
•
PSA 20 Increase long term housing supply and affordability.
•
PSA 21 Build more cohesive, empowered and active communities.
•
BERR DSO Promote the creation and growth of business and a strong enterprise
economy across all regions.
•
Communities and Local Government DSO Support local government that empowers
individuals and communities and delivers high quality services efficiently.
•
Communities and Local Government DSO Improve the supply, environmental
performance and quality of housing that is more responsive to the needs of individuals,
communities and the economy.
•
Communities and Local Government DSO Build prosperous communities by improving
the economic performance of cities, sub-regions and local areas, promoting regeneration
and tackling deprivation.
10.15
The following National Indicators will therefore be used to ensure that the Council is able to
achieve and monitor progress towards our Strategic Objectives against the priorities and
objectives set within this Housing Strategy:
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•
NI 2 % of people who feel that they belong to their neighbourhood.
•
NI 4 % of people who feel they can influence decisions in their locality.
•
NI46 Young Offenders’ access to suitable accommodation.
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•
NI 136 People supported to live independently through social services (all adults).
•
NI 138 Satisfaction of people over 65 with both home and neighbourhood.
•
NI 139 The extent to which older people receive the support they need to live
independently at home
•
NI 140 Fair treatment by local services.
•
NI 141 Percentage of vulnerable people achieving independent living.
•
NI 142 Percentage of vulnerable people who are supported to maintain independent
living.
•
NI 143 Offenders under probation supervision living in settled and suitable
accommodation at the end of their order or license.
•
NI 147 Care leavers in suitable accommodation.
•
NI 149 Adults in contact with secondary mental health services in settled accommodation.
•
NI 154 Net additional homes provided.
•
NI 155 Number of affordable homes delivered.
•
NI 156 Number of households living in temporary accommodation.
•
NI 158 % non-decent council homes.
•
NI 159 Supply of ready to develop housing sites.
•
NI 160 Local authority tenants’ satisfaction with landlord services.
•
NI 187a Tackling fuel poverty – Percentage of people receiving income based benefits
living in homes with a low energy efficiency rating.
•
NI 187b Tackling fuel poverty – Percentage of people receiving income based benefits
living in homes with a high energy efficiency rating.
10.16
Trafford’s LAA represents the local priorities for Trafford against the national indicator set, with
targets set up to March 2011.
10.17
From April 2009 in line with Government Guidance Trafford will be preparing its first
Comprehensive Area Assessment (CAA) which will directly report the performance of Trafford
against the National Indicator Set.
10.18
The CAA is the new framework for the independent assessment of local public services in
England. This framework has been developed by the following Inspectorates who will all be
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involved in delivering the assessment under CAA, with the key aim being to understand how
well services, working together, are achieving improvement and progressing towards longterm goals:
•
Audit Commission
•
Commission for Social Care Inspection (in April 2009 the Care Quality Commission will
take over from the Commission for Social Care Inspection, Healthcare Commission and
Mental Health Act Commission)
10.19
•
Healthcare Commission
•
HMI Constabulary
•
HMI Prisons
•
HMI Probation
•
Ofsted
The Audit Commission notes that the CAA will provide:
•
a catalyst for improvement better local outcomes, more effective partnership working,
more responsive services and better value for money;
•
independent assurance for citizens, service users and taxpayers;
•
an independent evidence base for central government on progress with national priorities
and improving local services; and
•
10.20
a means of focusing, rationalising and coordinating inspection.
It is clear that the move towards the CAA will require increased Partnership working between
the Council and a number of its key Partners in service delivery. This reinforces the
importance of this approach and the ambitions set out within the preceding Section of this
Strategy.
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Appendix 1: Consulted Documents
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Consulted Documents
Black and Minority Ethnic Communities Housing Strategy 2005-2008 (2005) – Trafford Borough
Council
Draft Trafford Economic Assessment 2009 (2009) – Trafford Borough Council
Greater Manchester Strategic Housing Market Assessment (2008) – Association of Greater
Manchester Authorities (AGMA)
Gypsy & Traveler Accommodation and Service Delivery Needs In Greater Manchester – 2007/08 (July
2008) – Arc4 on behalf of AGMA
Homes for the future: more affordable, more sustainable – Housing Green Paper (July 2007) - CLG
Housing Strategy Statistical Appendix (HSSA) (2007/08) – Communities and Local Government
(CLG).
Manchester City Region Housing Market Report (Making Housing Count) (August 2007) - ECOTEC
Refreshed Sustainable Community Strategy - ‘Trafford 2021 : A blueprint’ (2007) Trafford Partnership
Review of the North West Regional Housing Strategy (October 2008) – North West Regional
Assembly
Review of the Trafford Priority Needs, Supporting People and Commissioning Strategy 2008-11
(October 2008) – Trafford Borough Council
North West of England Plan Regional Spatial Strategy to 2021 (2008) – Government Office North
West (GONW) p.71
North West Regional Economic Strategy (2006) - NWDA
North West Regional Homelessness Strategy 2008 (2008) – North West Regional Assembly (NWRA)
The Greater Manchester Forecasting Model (GMFM) 2008 update (2008) - AGMA
The Manchester City Region Delivery Plan 2006 ‘Accelerating the Economic Growth of the North’
(2006) – Manchester Enterprises
The Manchester Multi-Area Agreement (MAA) Our City Regions Proposal to Government (June 2008)
– AGMA / Manchester Enterprises
The Strategic Role of Local Authorities: Powers & Duties (September 2008) - CLG
‘Trafford 2021: A Blueprint’ Trafford Local Area Agreement 2008-11 (2008) – Trafford Borough Council
Trafford and the Manchester Independent Economic Review (MIER)’ (20th January 2009) –Trafford
Council
Trafford Council – Annual Monitoring Reports (Various) – Trafford Borough Council
Trafford Empty Property Strategy 2008 (2008) – Trafford Borough Council
Trafford Homelessness Prevention Strategy 2008-11 (2008) – Trafford Borough Council
Trafford Housing Market Assessment (2006) - Fordham Research
Trafford Housing Strategy 2005-2008 (2005) – Trafford Council
Trafford Joint Strategic Needs Assessment (2008) – Trafford Borough Council, Trafford PCT, Trafford
Children & Young People’s Services
Trafford Report on the House Condition Survey 2007 (May 2008 draft) – Trafford Borough Council
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