Building Island

Homes

Laying the Foundations of a Sustainable Community

Isle of Wight Housing Renewal Strategy

2003-2008

Part 1: Strategic Context and Vision

V1.1096

October 20031542 May 2003

ISLAND TRUTHS	Executive Summary
The Island has over 300 homeless households accepted each year – the 10^th highest in the South East Region
There are 3,500 households registered on the Island Housing Register
Our 2003 Housing Needs Survey indicates an annual shortfall of 1,460 affordable housing units
Between 1999 – 2004, the Island has increased its stock of social housing by only 158 units
6% of the Island’s population are permanently sick or disabled
22% of the Island’s population suffer a limiting long term illness
75% of the Island’s wards feature in the worst 20% deprived wards in the country
Almost 5% of the Island’s population are unemployed or long-term unemployed
The ONS survey of Gross Disposable Household Income shows the Island has the 3^rd lowest pay in England at just 72% of the national average
ISLAND GOALS	Executive Summary
We aim to remove all families with children from bed and breakfast by April 2004
We aim to stop using bed and breakfast completely by 2006
We aim to procure 200 new affordable housing units each year from 2004/5
We aim to reduce homelessness acceptances by a third over the life of this strategy through prevention measures
We aim to introduce a Home Improvement Agency on the Island to reduce unfitness and poor repair in the private sector
We aim to work with providers to enable households needing support to remain living independently in the community for as long as possible
We aim to bring 32 empty properties back into use each year
We aim to reduce fuel poverty by 2% over the next five years
We aim to reduce housing unfitness by 72 properties per year
ISLAND NEEDS	Executive Summary
We need 1,239 units of affordable housing each year to keep pace with demand
We need £10 million capital grant to deliver our social and affordable housing targets over the next five years
We need to work with local communities to ensure the delivery of new sustainable homes
We need continued financial support from the Bed and Breakfast Unit to transform our homelessness service to one which prevents and resolves homelessness
We need to refocus accommodation and services for older people to reflect an ageing community on the Island
We need to improve our relationship with private landlords and lettings agents to ensure additional dwellings for rent to households on low incomes
We need continued funding support for Disabled Facilities Grant to meet the needs of disabled people

Preface – Gordon Kendall Portfolio Holder

(Portfolio Holder Social Services and Housing )

Gordon Kendall

Contents

Introduction by Portfolio Holder

Preface

Glossary of Terms

Section 1 – Strategic Context and Objectives

1.1 Introduction

1.2 The National, Regional and Local Context

1.3 Local Strategic Framework

1.4 Achievements over the last year

Section 2 –Strategic Priorities

2.1 Key Objectives

2.2 Key Strategic Themes

2.3 Strategic Principles

2.4 Equalities and Diversity

2.5 Working in partnership

2.6 Consultation

2.7 Developing Homes - Building Communities

2.8 Living and Working on the Island

Section 3 – Housing Demand

3.1 Health and Social Care

3.2 Homelessness

3.3 Supported housing

3.4 Disability and restricted access

3.5 Housing and Substance Misuse

Section 4 – Housing Supply

4.1 Providing new homes

4.2 Housing and Planning

4.3 Designing out crime and anti-social behaviour

4.4 Housing Renewal

4.5 Rural Housing

4.6 Managing the Market

1. Shared Ownership Housing

2. Rent Deposits

3. Empty Homes Strategy

4. Private Leasing

5. Key Worker Housing

4.7 Energy efficiency and sustainability

Section 5 – Delivering Outcomes

5.1 Implementation Costs

5.2 Key Delivery Targets

5.3 Miscellaneous Resource Issues

5.4 Resource Summary

5.5 Quality Assurance

Appendices

Appendix 1 Housing and Community Services Structure

Appendix 2 Crime and Disorder Partnership Members

Executive SummaryPreface

This document represents the strategic vision for providing homes on the Isle of Wight. Although the Council has produced it, it represents the views and perspectives of a wide range of key stakeholders and relevant parties. It is, in essence, a quality of life strategy for the Island. For the majority of people, adequate housing is a basic requirement for a good quality of life.Government guidance on housing renewal has emphasised the requirement for local authorities to assess housing unfitness, develop effective strategies to address it and to promote a corporate and co-ordinated effort as part of their strategic and enabling role. As part of this, all local authorities are required to produce a Housing Renewal Strategy by July 2003.

Although Isle of Wight Council have adopted an active role in addressing the condition of dwellings in the private sector for a number of years, this has not in the past formed a separate strategy.

The timing for the development of this Renewal Strategy has been underpinned by essential data provided by a House Condition Survey commissioned in 2002 (see Annexe E). Key data from the survey, together with other intelligence from various sources have heavily influenced the direction of the draft strategy

As a result, the provision of good and affordable housing is of crucial importance to the delivery of many of the Council’s corporate objectives across a range of services. This does not relate only to social housing, but is important to almost nine tenths of the Island’s population living in the private sector.

We are committed to producing a Strategy that is a living, working document. It is intended to be transparent, informative and representative. We are also clear about the need to be focussed on a small number of achievable target and deliverable outcomes. As such, we have identified the key priorities listed below.

Key Strategic Priorities:

1. Remove families with children from bed and breakfast by April 2004

2. 2. Increase the supply of affordable housing for rent and shared ownership

3. 3. Prevent homelessness occurring by resolving the causes and offering alternatives

4. Invest in housing on the Island to alleviate unfitness, eliminate fuel poverty and promote Decent Home standards

5. 5. Invest in local communities to develop sustainability, independence and support diversity

There is little doubt that housing has a much greater bearing on people’s lives than is limited to the direct benefits of bricks and mortar. This Housing Strategy is intended to add value to the Island community and to create synergies between related services.

This approach is reflected in the changing structure of the Council’s Housing Services, which, from the 1^st December 2003 will be rebadged as Housing and Community Support Services. This follows the inclusion of Wightcare Services, which is responsible for the Council’s out-of-hours service and homecare. Our view is that over the coming months, we will develop an even more coherent set of policies and practices to enable people to remain in their own homes. This will, in turn be the bedrock for sustaining local communities, increasing choice and ensuring the maximum value for money in the delivery of our services.

Martyn Pearl

Head of Housing and Community Support Services

Glossary of Terms

ADP – Approved Development Programme

BCA – Basic Credit Approval

BME – Black and Minority Ethnic

CBL - Choice Based Lettings

CPA – Comprehensive Performance Assessment

CDRP – Crime and Disorder Reduction Partnership

DAT – Drug Action Team

DFG – Disabled Facilities Grant

HA – Housing Association

ICES – Integrated Community Equipment Service

IHAC – Independent Housing Aid Centre

KPI – Key Performance Indicator

LASHG – Local Authority Social Housing Grant

LDP – Local Delivery Plan

NHF – National Housing Federation

NHS – National Health Service (Hospital) Trust

ODPM – Office of the Deputy Prime Minister

OT – Occupational Therapy

PAER - Priority Area for Economic Regeneration

PCT – Primary Care Trust

PIA – Priority Improvement Area

PSA – Public Service Agreement

RCC – Rural Community Council

RES – Regional Economic Strategy

RGP9 - Regional Planning Guidance 9

RHS – regional Housing Strategy

SE – South East

SHECANE – Southern Home Energy Conservation

Act Network

SHG – Social Housing Grant

UDP – Unitary Development Plan

.

They key aims of this strategy are to:

·Provide detail on the levels of disrepair and unfitness in housing on the Island,

·Establish the resources needed to tackle disrepair and unfitness,

·Provide detail on the resources available to address the problems highlighted,

·Provide clarity on how the council sees its strategic and enabling role in Housing Renewal,

·To provide guidance on the types of assistance available

·Give an outline on possible service development and,

·Give an outline on possible resources implications

·Some more stuff here to fill the page.To reduce overall Housing Unfitness to 2.5%

·To reduce overall Housing Disrepair to 3%

·To reduce private rented unfitness by 4%

·To reduce Housing Unfitness by 1% in three targeted areas

·To assist 600 households with access to disabled facilities grants

·To reduce fuel poverty to 5%

Give an outline on assistance provided ny the department

Give an outline on resources avialbel to achieve obkjvtive

Give an outline on review undertaken

Give an outline on service development a

Give an outline on possible resource impication

Section
Part 1 – Strategic Context and Objectives

1.1 Introduction

· Population of the Island - 132,731 (2001 Census)

· Population aged over 60 - approximately 37,500

· Total number of properties - approximately 62,774

· Total percentage of owner occupied properties - 82%

· Total percentage of private rented properties - 8%

· Rate of housing unfitness - 3.1%

· This equates to approximately - 1,900 properties

· Ethnicity – White 98.7%

· Ethnicity – Borne outside the UK 4%

· Permanently sick or disabled 5.8%

· Unemployed – 3.6%

· The total percentage of families in Fuel Poverty with

fuel costing more than 10% of income – 7.4%

The total percentage of families whose Head of Household income is less than £8000 per annum - 17.9%

· The average house price rise 2000-2002 - 41%

The Isle of Wight is the largest off-shore island in the United Kingdom, separated from Southampton and Portsmouth on the mainland by the Solent.

The Island is a Unitary authority, which enjoys the considerable benefit of coterminosity, i.e. common boundaries, for the principal public sector agencies, i.e. the Council, Primary Care Trust (PCT) and NHS Trust.

The Island has for many years enjoyed the reputation as a major tourist destination, offering a stunning environment together with many tourist attractions and facilities. However, in common with many seaside resorts across the UK, its level of popularity has waned in recent years.

The Regulatory Reform Order 2002 came into force on 18 July 2002, repealing much of the legislation governing the provision of previous housing renewal assistance and replaced it with new wide ranging powers to provide assistance for housing renewal significantly based on local needs and achievement of strategic objectives.

The order introduces an increased flexibility that allows for new and innovative approaches to housing renewal and will comprise a key component of the overall Housing Strategy for the Island. This not only marks a radical change in Government policy towards renewal, but also the first discrete Renewal Strategy for the Isle of Wight.

This new Strategy will be effective from 189 July 2003 and will be subject to regular annual review. The scope of the Strategy includes repair, improvement and adaptation works as well as the promotion and enabling of housing provision in conjunction with the overall Housing Strategy.

The context of this Strategy is illustrated by the following extracts from the Government’s guidance on the development of Housing Renewal Strategies.

“Poor quality housing can have an impact on the health of the occupants and on the quality of life in an area. The Government’s view is that it is primarily the responsibility of homeowners to maintain their own property. However, the government is committed to improving housing quality across all tenures including the owner occupied sector and fully accepts that some homeowners, particularly the elderly and most vulnerable, do not have the necessary resources to keep their homes in good repair. Local authorities therefore have an important role to provide assistance in theses cases”.

“The Government would also consider that an authority was failing in its duty as a housing enabler and in its responsibility to consider the condition of the local private sector stock if it did not make some provision for (private sector housing) assistance.”

(Office of the Deputy Prime Minister, June 2002)

1.Aims and Objectives

The aim of this strategy is to address Housing Renewal in a targeted manner based on the resources outlined in Section 11 8. The nature and scope of Housing Renewal in the context of this Strategy is set out below in the outline of strategic principles and priorities.

During 2003 the Council employed an independent Environmental Health and Housing consultant to consult with relevant statutory bodies and partner agencies to assist in the development of this strategy. Details of the consultation process, bodies consulted and outcomes can be found in Annexe A.

The process focussed on a review of current Council services. Having evaluated the options available to us, we have proposed a Strategy that we feel adequately responds to our overarching objectives. These are:

·To reduce unfitness on the Island

·To eradicate fuel poverty and promote energy efficiency

·To enforce acceptable minimum standards in the private sector

·To reduce empty property on the Island.

In so doing, the Council recognises the need to actively engage two principal methods through which it will deliver our required outcomes:

·Encouragement through advice and assistance,

·Enforcement of minimum standards through a pro-active enforcement policy.

Together, these represent both a `carrot and stick’ approach that offers a balanced approach to the diverse circumstances that exist on the Island. We are clear that the Island’s housing market represents a critical resource in delivering the overarching corporate vision of `Improving Island Life’. As such, there is an obligation on the Council to play an active role in ensuring its sustainability and availability for all the Island’s residents. This relates not only to social housing, but also to the private rented sector and where appropriate, owner-occupiers.

In the past, the approach to renewal has been heavily geared towards promotion through the allocation of grants. This has been at the expense of an active approach to enforcing minimum statutory standards. Although we have responded to unfitness when it has been brought to our attention, we have not been proactive in seeking out and addressing such instances in a planned or strategic manner. We recognise that this has been a shortcoming in pursuing a coherent approach to renewal on the Island, a situation borne out by the results of the Island’s House Condition Survey 2002 – Executive Summary at Annexe E. We are therefore proposing, as part of a more balanced Housing Renewal Strategy, a revised Enforcement Policy, the details of which are outlined in Annexe D.

The new Housing Renewal framework

1.1The Government’s Regulatory Reform Order on housing renewal almost completely repeals the previous prescriptive range of grants, with associated detailed rules, procedures and conditions. The one exception to this is mandatory Disabled Facilities Grants, which remain essentially unchanged.

1.1In place of this prescriptive grant system, Council’s now have a general power to provide, grants, loans, advice, materials or to directly carry out work, for the purpose of repairing, improving, extending, converting or adapting housing accommodation. Within this general power, the Council also has discretion to decide on rates of grant, grant conditions and other such issues.

1.1This represents a fundamental change in the nature of housing renewal legislation and offers the Council a very broad, sweeping power. In practice however, the scope and range of the options available will be subject to, and determined by, available funding.

1.1In order to make use of these new powers, the Council must first widely publicise this strategy.

1.Links to Other Corporate Strategies and Policies

1.1This strategy forms part of the Council’s wider housing strategy which in turn links to the Island’s corporate objectives as set out in the Corporate Strategy `Island Futures’ and the Corporate Plan. The proposals also recognise the critical role the housing can play in enabling other public services to effectively deliver their objectives. This `joined-up’ approach is recognised in figure 1 below.

1.1In particular, the promotion of a Housing Renewal policy underpins the major principles of the corporate objectives relating to:

·The improvement of health, housing and the quality of life for all

-by protecting and providing for the needs and interests of vulnerable adults and children

-by reducing deprivation and social exclusion

-by promoting healthy living

-by improving the availability of affordable housing and reducing homelessness

-maintaining elderly people in their own homes as long as possible so they might retain independence with support rather than rely on institutional care.

-enabling hospitals to discharge people back into their homes following treatment without concerns and delays due to unsuitable housing.

·To encourage job creation and economic prosperity

-by ensuring that all our residents are able to share in the improving economic prosperity

-by promoting and delivering services which are sustainable in economic, social and environmental terms

·To create safe and crime free communities

-by reducing Crime, Disorder and fear of Crime and making the Island a safer place in which to live, work and to visit

-by ensuring that our services continue to safeguard public welfare

1.1This Strategy will deliver the corporate objectives by the following methods:

·By providing grant assistance to the most vulnerable clients,

·By developing a repairs service for owner occupiers,

·By tackling unfit areas on the Island and reducing deprivation in the worst wards,

·By dealing with fuel poverty and promoting healthy living,

·By providing a framework to provide fit and habitable accommodation for all,

·By developing loan packages that assist clients to seek additional funding for home improvement,

·

1.1There are also close links with other key strategies including:

Homelessness Strategy

-By ensuring that there is an adequate supply of fit accommodation for people to occupy

Empty Homes Strategy

-By ensuring that the Island makes best use of its finite housing resource

Housing Enforcement Policy

-By ensuring that we protect the most vulnerable households and protect the public from Statutory nuisances

Home Energy Conservation Strategy

-By ensuring that we reduce the Carbon Dioxide emissions from domestic buildings and reduce the amount of money people have to spend on fuel.

1.1In addition the South East Regional Housing Statement 2002-2005 includes the following key regional priorities:

·to improve the quality and suitability of the Housing stock

·to promote regeneration and neighbourhood renewal

·to support crime reduction through housing provision

1.The Local Context

4.1 The Isle of Wight is a mixture of towns and rural areas and is 147 square miles in area. This document only relates to the Housing Renewal Strategy for the Isle of Wight and the properties contained therein.

3.2A survey of the condition of private sector housing using a sample of randomly selected stratified properties was undertaken in 2002. The information has been used to influence this Strategy and the overall investment framework for private sector housing on the Island.

Table Key Housing statistics 2002

·Population of the Borough approximately 133,000

·Population aged over 60 approximately 37,500

·Total number of houses approximately 62,000

·Total percentage of owner occupied houses 82%

·Total percentage of private rented properties 8%

·Rate of housing unfitness 3.1%

·This equates to approximately 1,900 houses

·Percentage of unfitness in the private rented sector 11.0%

This equates to approximately 550 houses

·Dwellings needing repairs costing over £10,000 3.4%

·This equates to approximately 2,000 houses

·Cost of bringing all private dwellings up to a reasonable standard £11.49M

·Current cost of bringing all unfit properties to fitness and to retain

within the housing stock for a period of 10 years £17.41M

·Percentage of unfit houses where head of household is:

a)On low income 54%

a)In receipt of means tested benefit 63%

·Percentage of families in Fuel Poverty with fuel costing more than 10% of income

7.4%

3.3The factors outlined above represent island averages. Other factors also influence the nature of the Housing Renewal response and directly impact on the resources available to assist. These are outlined as follows:

·Unfitness in certain towns on the Island is as high as 8%. The three highest areas of unfitness are identified in Annexe C.

·The summer influx of residents has significant resource implication on the demand for Occupational Therapy as well as Housing Services. During the tourist season the population of the Isle of Wight almost doubles, rising to 250,000.

·Properties are deliberately kept empty for the tourist industry. While the Housing Services Department recognises that this is vital to the Island’s Economic Development, it has to be recognised that this has a significant impact on the availability of good quality accommodation for use by permanent Island Residents.

3.4House prices have continued to rise on the Island in line with regional trends. The average price rise on the Island between December 2000 and December 2002 was 41%. This has created obvious difficulties in terms of access and affordability. However, it has also resulted in increased equity to Island house owners. This would suggest that there is both an increased motivation to improve and maintain dwellings, together with the potential financial means to fund the work.

3.4As a result there has been a significant upturn in the building industry and development sector. This too, has had both a positive and negative impact. On the plus side, the housing boom has generated greater employment opportunities for Islanders. However, a more negative outcome has been an over-saturation of the capacity of Island contractors resulting in an increase in costs and delays to the completion of works.

3.4However, the Council has considerable opportunity to link renewal objectives to other existing and proposed projects with the potential outcome of further stimulating the local economy and upgrading housing across the Island. The following list, though not exhaustive, gives an indication of such opportunities:

·Improvements around the PAN Estate

·Project Cowes

·Ventnor Marina

·Ryde and the Single Regeneration Budget

·The Market Towns initiative.

5. Renewal Activity To Date

How many grants have we dealt with

What happended with Housing unfitess

DD

HHow many empty properties

5.4 How have we dealt with EE and fuel poverty

6. Strategic Principles

This strategy is intended to cover all housing tenures across the Island. The Council have a duty to consider the assistance that will be offered to both private and public sector housing. We recognise that needs exists in all quarters of the Island’s housing stock. This covers owner-occupiers, the private rented sector and the social rented sector. The Council is no longer a landlord, having transferred its housing to Housing Associations on the Island in 1990.

Assistance must be targeted and prioritised. It is neither possible nor desirable for the Council to offer assistance for all housing problems. Limitations on available resources mean that we can only directly assist a very small proportion of requests for assistance.

Housing Renewal Assistance is recognised as an investment in what is both a local and national asset, for long-term public benefit. Although emphasising the responsibility of owners to maintain their own property, it is recognised that the housing stock is also a major public asset. Although some individual owners may gain short term benefit, this may be seen as a positive incentive to achieve the broader objectives of this strategy.

The Council will seek to maximise the level of funding available for housing renewal by lobbying government and regional decision makers and attracting additional funds from a diverse range of sources. Annual levels of funding are critical to the scope and effectiveness of this Renewal Strategy.

Applicants with potentially realisable equity in their property will generally be expected to make use of it to fund work. There are, however, likely to be instances where this approach will not always be appropriate and where more direct intervention and assistance from the Council will be necessary.

Offer a “limited” safety net for those most in need, based on an evaluation of individual circumstances.

The Council will work with local financial institutions and other potential partners to thoroughly research loan options and packages. The introduction of direct works or loans represents the biggest potential change with the new system. As such, they are unlikely to be a blanket solution to all problems and are likely only to prove effective for certain situations and client groups. This approach will be further developed in future revisions of this strategy.

Money repaid to the Council through the provision of assistance will be reinvested in the housing renewal programme or to deliver a suitable alternative housing programme.

The House Condition Survey 2002 indicated the highest level of unfitness is encountered in the private rented sector. However, the Council considers that the widespread use of grants in the rented sector would have a serious and detrimental impact on the Housing Renewal Strategy. Landlords should be expected to maintain property for which they are receiving rent and have a statutory duty under the Housing Act 1985 to maintain properties to a fit and habitable standard.

6.10 Housing Association Properties will not normally be provided with assistance. Our Housing Needs Survey 2002 indicates that these properties are of a much higher standard than owner occupied and private rented accommodation.

6.11Houseboats/Caravans/Holiday Accommodation are included within this Strategy. The provision of assistance will be available to these tenure groups. The Council has a role to play in improving those areas where tourism is key to economic growth especially in areas where holiday accommodation is used as temporary housing by homeless families in the winter periods.

Strategic Priorities

7.1 Within the strategic principles set out above, the following criteria represent our strategic priorities.

·The targeted distribution of Disabled Facilities Grants

·To assist efficient hospital discharges by ensuring that property is made suitable for the needs of individuals

·To assist persons in receipt of means tested benefit with essential repairs to their homes,

·To invest in the private rented sector by promoting regeneration and neighbourhood renewal and helping to reduce the number of Empty Homes on the Island,To invest in the private rented sector to improve the quality and suitability of the Housing stock

·to promote regeneration and neighbourhood renewal

·to support crime reduction through housing provision

·

·To assist owners of Houses in Multiple Occupation in maintaining satisfactory fire precautions and/or safe internal arrangement,

To assist persons in receipt of means tested benefits with improving the energy efficiency of their homes

·To support work providing effective repair, and protect the fabric and internal services to the property.

·To improve health by reducing Fuel Poverty is a key priority for the Council. Energy Efficiency measures will continue to be incorporated at every reasonable opportunity in all forms of assistance offered.

These areas have been identified as justifying public expenditure. Other work will not normally be covered by grant assistance unless consider as a legitimate exception to normal strategy. Only people who have owned and lived in their property for 5 years will be considered for this assistance

8.8. Area Based Investment Initiatives

8.18.1 The Council recognises that in order to effectively target funding to achieve maximum outcomes there is a need also to take an area-based approach to Housing Renewal. We propose achieving this through the identification of key areas of need and disrepair. These areas will be designated Home Improvement Zones.

8.2 The Selection of Home Improvement Zones will be determined by the following methods:

·Information from the Council’s Stock Condition Survey

·Socio-Economic and Environmental Conditions

·Ability to lever in additional finance

·

·AAbility of local partners to engage in Housing Renewal

8.3Home Improvement Zones will used to raise the standard of accommodation through effective education, assistance and enforcement activity and will be delivered by the following methods:

·the bulk purchase of discounted materials to be delivered by effective partnership arrangements,

·Targeted private rented sector enforcement (Housing Enforcement is covered in a separate Strategy titled – Housing Enforcement Policy set out at Annexe D.),

·Additional assistance for homeowners not covered by normal assistance,

·The renovation of dwellings to bring them to a condition suitable for occupation provided that they are not subject to formal Enforcement action by the CouncilIsle of Wight Council or a deferred enforcement action notice within a period of three years prior to the application.

6.4Energy Efficiency - Improving health by reducing Fuel Poverty is a key priority for the Council. Energy Efficiency measures will continue to be incorporated at every reasonable opportunity in all forms of assistance offered.

·Assistance for the provision of additional family accommodation where there is an identified need. Assistance will only be given under this heading where need could not be met by other means.

9. Delivering the Strategy

9.1 It is important that the role of this Strategy is not only to exist as a `wish-list’ of needs but offers a series of deliverable targets to make the Council’s vision a reality. We recognise that to address all of the needs across the Island is not achievable in the short term. Even if sufficient funds were available, there are significant constraints in the capacity of local trades to deliver a major programme of work. We are also aware, that further data and evaluation needs to be conducted amongst certain stakeholders and needs groups to ensure that priorities are correctly focussed and that we are delivering what people want.

9.2 The aims and objectives below are therefore derived from a combination of the needs indicated within our current knowledge base, the projected resources available in the short term and the capacity of local contractors to deliver the required outcomes.

10. Key Strategic Targets

The following outcomes have been identified as being desirable and achievable over the lifetime of this strategy:

To reduce overall Housing Unfitness to 2.5%

·To reduce overall Housing Disrepair to 3%

·To reduce private rented unfitness by 4%

·To reduce Housing Unfitness by 1% in three targeted areas

·To assist 600 households with access to disabled facilities grants

·To reduce fuel poverty to 5%

11Resources and Monitoring

11.1Financial Resources vary from year to year, and are influenced by regional and local housing priorities. The current programme for grants and housing renewal activity is £96542,000.

This can be broken down into:

Disabled Facilities Grants £600,000

Housing Grants £337,000

Funding for the Bed and Breakfast Unit £23,000

Funding from Department of Health £5,000

11.1The Housing Renewal Team is currently staffed by a Principal Housing Officer, four grants and enforcement officers and the equivalent of two full time administration officers. The Team is currently responsible for dealing with Disabled Facilities Grants, Home Repair Assistance Grants, Discretionary Renovation Grants, Private Sector Housing Enforcement and Private Sector Drainage Enforcement. In addition to this the department is responsible for the maintenance of South Wight Housing Association’s drainage.

11.1There is also a separate Housing Initiatives Officer responsible for Empty Properties and Home Energy Conservation activities. This staff member is responsible for Empty Property Grants and Enforcement and Home Energy Conservation advice and assistance.

The Occupational Therapy department is made up of

In terms of performance, a number of national and local targets and indicators are relevant:

·National performance indicator BVPI62 measures the proportion of properties classified as unfit for habitation that are made fit or demolished as a result of action by the Council.

·National performance indicator BVPI64 measures the number of empty properties that are brought back into use as a result of action by the Council.

The Council has to report the improvement of Home Energy Conservation to the Government Office of the South East (GOSE) on an annual basis.

12. Implementation Plan

12.1 This Housing Renewal Strategy became operational on 19 July 2003 and will be subject, as a minimum, to annual review through the overall Housing Strategy processes whilst regular review of the Corporate Plan and Service Action Plan will also influence possible future developments.

12.2 The current Strategy will be subject to major review between two and six years after first commencement dependant upon local conditions and changing demands etc as perceived and reported upon by the Housing Improvement Team.

12.3 There may be ‘external’ factors which require major review within the first two years, or earlier rather then later within the six year period, e.g.:

·Changes to Capital Spending Plans

·Acute changes to local circumstances

·National Strategy/legislative changes

·Local Strategic Partnership influences

·

12.4 In implementing its own Strategy the Council will make reference to all relevant national legislation and guidance currently in place or introduced during the life of this Strategy. The guidance issued for Housing Renewal will be of particular relevance especially where it deals with Fitness Enforcement, Neighbourhood Renewal Assessment and re-affirms conditions etc relating to Mandatory Disabled Facilities Grants.

12.5 Significant new powers and legislation expected in the near future have been taken into account in preparing this strategy:

§Compulsory licensing of Houses in Multiple Occupation;

§Limited Scheme for the licensing of private sector landlords;

§Housing health and safety rating scheme for the assessment of unfitness;

§and Compulsory leasing/purchase of long term empty homes

12.6 Get the matrix in here

Key

·Service needs development

·Service needs improvement

·Service needs minor improvements

Topic	Grants	Loans	Handyperson	Direct Works	Empty Properties	Energy Efficiency	Disabled Facilities Grants	Drainage	Owner Occupiers	Private Rented
Publication, publicity and awareness raising	●	●	●	●	●	●	●	●	●	●
Data Collection	●	●	●	●	●	●	●	●	●	●
Assistance	●	●	●	●	●	●	●	●	●	●
Enforcement	N/a	N/a	N/a	●	●	N/a	N/a	●	●	●
Service Alterations	●	●	●	●	●	●	●	●	●	●
Training	●	●	●	●	●	●	●	●	N/a	N/a
Review of Strategy	●	●	●	●	●	●	●	●	●	●

Table 1.1 Isle of Wight Profile

As a result, despite the significant benefits generated by the physical environment, the Island suffers significant levels of deprivation and acute social needs. An indication of some of these issues is contained in the profile of the Isle of Wight contained in table 1.1 above.

The population of the Island is not racially diverse, being 98% white; with a higher than average number of elderly households and people who are sick and disabled. In such circumstances, it is not surprising that we also have one of the highest levels of unemployment in the South East and with it, associated levels of poverty and deprivation.

In common with many local authorities in the South East, we have a significant problem with homelessness. Many factors have contributed to this, but a principal cause is the lack of adequate affordable housing. This has resulted in a past dependence on the widespread use of bed and breakfast accommodation to provide emergency and short term housing for homeless families.

High levels of poverty and deprivation on the Isle of Wight have also been major contributors to the high levels of homelessness. This is illustrated by the Island’s GDP which at 1998 was only 67% of the national average. In terms of the impact on social exclusion this is further illustrated by statistics from the Index of Deprivation, 2000:

- The Island has the lowest average male earnings in the UK, with a heavy reliance on seasonal and part time work in the tourism sector. 18% of households on the Island are in receipt of income support, the highest in the region outside Greater London.

- Unemployment is higher on the Island than in the UK and South East Region, at around 4.8% (compared to 2.1% in the South East Region, and 3.7% in the UK), and is concentrated in the 18-24 year old age group. 46% of unemployed males are below 35 years old.

- 15 out of the total 48 wards are in the worst 20% nationally on the Index.

- Pan (Newport) and St. Johns (Ryde) wards are ranked within the UK top 10% most deprived.

- There are 31,720 (25%) Island residents in receipt of means tested benefits.

- There are 8,696 unemployed people resident on the Island. These are people who want to work but are unable to do so through unemployment, sickness or disability.

- 5 Island wards are in the worst 20% nationally in terms of access to services; all of these wards are rural.

These levels of deprivation are brought into sharp focus when placed in the context of access into housing. In terms of underlying need, the Housing Need Survey 2001 indicated, “The total affordable housing need annually is for 1,061 units. Re-lets of the existing social stock average 686 units…an average of 133 new rental units and shared ownership are predicted to be delivered”. The effects of this level of activity is clear, “Even after allowing for this level of supply, there will still be an annual affordable housing shortfall of 375 units which projected over the five year period to 2006 is a total of 1,875 units “. Rather than improving, this position has deteriorated over the last two years. A 2003 Housing Needs Update identified an annual shortfall of 1,239 affordable housing units. On the basis of existing levels of provision, this would leave a five-year shortfall of over six thousand units.

There are currently almost 4,000 cases registered on the Common Housing Register, which has almost doubled within the last five years

.

The Council received 451 homeless applications in 2002/03, 302 of whom were accepted as statutory homeless, and for whom the Council had an accommodation duty. Government statistics for the nine months leading up to April 2003 locate the Island as tenth out of sixty-six authorities in the South East in terms of homeless acceptances. This is behind mainly larger urban authorities such as Southampton, Portsmouth, Reading, etc. These figures continue to remain at a consistently high level. The terminating of private sector assured shorthold tenancies remained the single case of homeless, accounting for 37% of all homelessness in 2001/2.

In 2002/3 Ryde accounted for 19% of all homelessness on the Island, with Sandown/Shanklin at 17% and Newport 18%. With 10% of all homelessness occurring in rural areas, it is clear that much of the explicit homelessness occurs as an urban phenomenon. However, it may well be the case that the extent of rural homelessness is understated and this requires further evaluation in conjunction with the Rural Community Council (RCC).

1.2 The National, Regional and Local Context

In developing this strategy, we have recognised the position of the Island within a wider national and regional framework. As such, the approaches proposed reflect the broader policies set out by the Government in Quality And Choice: A Decent Home For All, and the Regional Housing Board’s Regional Housing Strategy 2004-6.

Despite the unique conditions that prevail on the Island, we are aware of our position within the South East region. As such, we participate fully in regional for a, which include:

· Strategic Housing Officers Group (Hampshire, Isle of Wight, Southampton and Portsmouth)

· South East Large Scale Voluntary Transfer Group

· Hampshire and Isle of Wight Homelessness and Housing Advice Group

· Hampshire and Isle of Wight Advisory Committee of the Chartered Institute of Environmental Health (CIEH)

We also have active links with a number of mainland authorities in respect of Homelessness, Supporting People and Housing Renewal.

The Isle of Wight is designated both a Priority Area for Economic Regeneration (PAER) and a Rural Priority Area within Regional Planning Guidance 9 (RGP9).

The Island is also identified as one of nine priority regeneration areas in the SE Regional Economic Strategy (RES) and is listed as a sub-region within the RES Action Plan. These indicators of priority status are also reflected within the Regional Housing Strategy (RHS), reflecting the levels of deprivation and social exclusion that exists on the Island.

The key themes which underpin the RHS are of major relevance on the Island:

1. Overall housing supply – although the housing delivery performance on the Island has been good, exceeding Government targets, the provision of affordable housing has been inadequate. This has contributed directly to the heavy reliance on bed and breakfast accommodation. The Council has indicated a strong commitment to improve the yield of affordable units through the Planning system. To this end, Housing, Planning and Legal Services have been working closely together to develop a more productive use of s106 agreements.

2. Affordability – this is a critical issue for Island households. Unemployment and low wages are a major cause of deprivation in many towns and rural locations. House prices have risen in the recent past by a greater rate than many other parts of the South East, a fact not reflected in the slightly dated research used to inform the RHS. House price inflation is also additionally fuelled on the Island by a constant in-migration of relatively well-off households from the mainland. This has had the effect of skewing housing demand towards higher-priced dwellings, which has in turn influenced the approach of developers. In contrast, wages have not kept pace with house price inflation, with the Island falling behind in experiencing the benefits of the economic boom in the SE.

3. Regeneration and renewal – The Island’s housing has not experienced the level of decay of the more urban environments across the SE. However, almost a third of the Island’s housing stock is pre-1919 and 88% is located in the private sector, characterised by significant levels of unfitness and disrepair. A very high proportion of housing is occupied by elderly households (38%), one of the highest levels in the country.

4. Homelessness and supported housing – homelessness is one of the key social issues on the Island. The levels of acceptances are amongst the highest in the SE region. Similarly, there are significant support needs, linked in part to the large elderly population. However, the needs of looked after children, mental health, learning disability and physical disability are also substantial.

5. Quality and sustainability of the housing stock – as a stock transfer authority, the Council no longer owns or manages housing. However, we are aware, due to the high level of private housing, of the need to promote decent homes across the Island. This will not only improve the environment but also prevent homelessness and sustain independent living.

The Island environment is therefore something of a microcosm of the SE region, sharing many of the issues and concerns of our neighbouring authorities. However, as indicated earlier, the physical separation from the mainland introduces additional factors of dislocation and isolation, which confer a unique, sub-regional status on the Island.

1.3 The Local Strategic Framework

The strategic framework for the Island is based on the following model.

Housing is a key theme of the Island’s Community Plan, aiming “To ensure that everyone living on the Island has access to affordable housing appropriate to his or her needs”. Improving health, housing and the quality of life for all is also one of the six key objectives of the Corporate Plan. The scope of this strategy also has a wider influence, linking to other key strategic documents and underpinning a number of other corporate policies.

As part of a wider Social Services and Housing Directorate, the vision for housing and housing-related services is sensitive to the key social issues. This is reflected in both the structure of the Directorate (annexe ##, part 2) and the core values underpinning service development and delivery.

The positive impact of good quality, affordable and sustainable housing will therefore play a significant role in enabling the delivery of three other key Corporate Plan objectives:

· Encouraging job creation and economic prosperity

· Raising education standards & promoting lifelong learning

· Creating safe and crime-free communities

In developing our targets and priorities, consideration has also been given to the strategic objectives of our partners, including the Local Healthcare Strategy of the PCT (the Local Delivery Plan or LDP) and NHS Trust, the Island Economic Partnership, the Rural Community Council (RCC) and the Crime and Disorder Partnership.

The strategic objectives also reflect the main priorities set out in the Area Investment Framework (AIF), produced by the Island Economic Partnership, which represents the principal vehicle for co-ordinating investment needs across the Island.

1.4 Achievements Over the Last Year

The past twelve months has seen significant change in Social care and Housing Services, reflected in a new Strategic Director and Head of Service. However, many other changes have also been implemented which have had a more direct bearing on the way services have been delivered.

These have been focussed around the adoption of new strategies for Homelessness and for Housing Renewal. We have also been working to implement a Homelessness Improvement Plan following a Comprehensive Performance Assessment (CPA) inspection in 2002. Each of these processes has engendered a level of change to the way we do things. So alongside discreet operational achievements, there has also been considerable engagement with cultural and professional change.

Key achievements during 2002/3

· Successful bid to ODPM for £92,000 to address homelessness (see section 3.2)

· Bringing 35 empty properties back into use (see section 4.5.3)

· Reducing the average stay for households in bed and breakfast by half (see section 3.2)

· Attracting considerable additional funds to the Island through the Supporting People regime (see section 3.1)

· Introducing an effective rent deposit scheme (see section 4.5.2)

· Introduced an Island Housing Register (see section 3)

· Procured 100 + leases with private landlords (see section 4.5.4)

· Distributed £1.1 million in grant funding (see section 4.3)

· Awarded 101 Disabled Facilities Grants (see section 4.3)

· A revised vision for housing and housing developments by Isle of Wight Council (see section 4)

· Expanded role and responsibilities of the Housing Service to incorporate related services such as Occupational Therapy and Home Care (see section 3.3).

Section 2 – Strategic Priorities

2.1 Key Objectives

For 2004/5, our main targets will be as follows:

Target 1 - Remove families with children from bed and breakfast by April 2004 and all other households by 2006

Target 2 - Increase the supply of affordable housing for rent and shared ownership

Target 3 - Prevent homelessness occurring by resolving the causes and offering alternatives

Target 4 - Invest in housing on the Island to alleviate unfitness, eliminate fuel poverty and promote Decent Home standards

Target 5 - Invest in local communities to develop sustainability, independence and support diversity

Our means of delivering these targets are outlined in Section 5.

2.2 Key Strategic Themes

Our approach to addressing these issues is based on the underlying premise that housing is often the foundation of health and social care and a prerequisite for an improved quality of life, enjoying economic security and independence.

As such, we recognise that the scope of the strategic housing vision needs to engage with a wide range of agencies and service providers, reach across all tenures and engage with a diverse range of needs and aspirations.

We recognise that this is a challenging agenda. To effectively address this we have based our strategic approach on ten key themes:

· Quality

· Choice

· User focus

· Corporateness and collaboration

· Partnership

· Flexibility and Responsiveness

· Accountability

· Equality and diversity

· Sustainability

· Innovation

These themes underpin each of the proposals contained in this document, in common with those contained within the three second-level strategic documents, which it overarches. These documents are:

· Housing Renewal Strategy

· Homelessness Strategy

· Supported Housing Strategy (still in preparation)

2.3 Strategic Principles

1. We will target our resources in partnership with other key agencies and service providers to deliver the key corporate objectives of the Council, recognising the need to accommodate diversity.

2. We will aim to support and reflect other corporate priorities, e.g. support for care leavers in determining the focus of resources.

3. We will work in consultation with key stakeholders, service users and the community at large to ensure our services reflect the wider needs of the Island.

4. We will work to end the use of bed and breakfast accommodation for all households other than for limited emergency use.

5. We will establish relationships that cut across the public and private sectors, to procure resources to provide appropriate temporary and permanent accommodation to meet Island needs.

6. We will work with our preferred housing association partners to provide good quality, affordable housing within physical environments that reflect social inclusion, sustainability and high standards of design and construction.

7. We will aim to promote the Decent Homes standard across the Island and assist elderly and low income home owners to achieve this standard.

8. We will work with others to provide an appropriate range and level of support to enable people to live independently in their own homes or elsewhere in the community.

9. We will work to reduce the use of temporary accommodation.

10. We will aim to contribute to the continued sustainability of rural Island communities.

11. We will work with neighbouring authorities to develop collaborative solutions, reflecting the Island’s position within the SE region.

2.4 Equalities and Diversity

The Island represents one of the least ethnically diverse areas in the South East. The 2001 Census data indicate that approximately 98% of the community is white. However, despite this, we recognise the need to be fully aware of the needs of Island residents, reflecting the diversity of their needs and requirements.

We will progress this agenda along two parallel lines; the first relates to researching the needs of Black and Minority Ethnic (BME) households on the Island; the second to implementing a programme of training and awareness raising. We expect to refine current approaches and introduce new practices in the light of knowledge gained through these exercises.

We expect to conduct a BME mapping exercise for the Island during 2003/4. This is a commitment made in our Homelessness Strategy and follows criticism following the Council’s CPA inspection in 2002. A bid to fund this exercise has been submitted to the ODPM through the Homelessness funding mechanism.

At present, there is little indication of the disproportionate levels of housing needs amongst BME households as experienced in many mainland authorities. During 2002/3 we accepted 7 BME applicants as homeless and there were 117 on the housing register. This represents 2.3% and 2.9% respectively.

The purpose of the mapping exercise will be to ensure that there is not significant hidden need within the BME community that might be exacerbated through cultural or language barriers.

We are also working with the Garnett Foundation to deliver a series of diversity awareness workshops over the course of 2004. These will be linked to further development of appropriate service delivery toolkits, which will be co-ordinated through a Directorate Race and Diversity Working Group.

We are committed to a position in which housing needs and service delivery are reflective of the wider needs of Island households and are equally accessible irrespective of tenure, age, race, household composition or disability.

Action Points:

1. Commission BME mapping exercise

2. Continue Race and Diversity Training

3. Convene Directorate Race and Diversity Working Group

4. Develop Race and Diversity Tool Kit

2.5 Working in partnership

Partnership is a key component of this strategy. We are clear that it is impossible for the Council to deliver its housing programme alone. The most obvious indication of this is the fact that we no longer own or manage housing stock. As a result, we are dependent on the efforts of our partner housing associations to construct and manage the Island’s affordable housing.

We currently have identified five preferred partner housing associations to work with. These include two that are solely Island-based, Isle of Wight Housing Associations and Vectis Housing Association. Two others, Medina HA and South Wight HA were the original stock transfer associations and have now become part of larger group structures. The final association, Parchment HA operate predominantly off-Island and, to date, have a limited stock holding here.

It is the Council’s view that this mix of size, expertise and approach offers an optimum level of capacity to reflect the need for competition whilst recognising the limitations of the local Island housing market.

It is our expectation that Medina and South Wight will be the major developers of affordable housing for the foreseeable future, while recognising the need also to sponsor the smaller associations. We would expect this to be achieved through arrangements for onward ownership and management as referred to by the Housing Corporation in Re-investing Investment. A list of potential development sites is contained in Annexe 1 in Part 2.

We are also aware of the need to establish and maintain working relationships with a wide range of other organisations involved in the provision of housing. We have established good relationships with private landlords through the expansion of our leasing scheme. We have also established half yearly landlord fairs that dovetail with established quarterly Private Landlords’ Forums.

We have quarterly Strategic Housing Partnership meetings comprising representatives of the main housing associations, elected members, the PCT, the RCC and Island Economic Partnership. We also have quarterly Housing Association Liaison Group meetings from operational issues.

The Council has recently agreed a Voluntary Sector Compact, which sets out our support for voluntary organisations and how we can work together. The Social Services and Housing Directorate invests over £1 million per annum in delivering services through the voluntary sector and these groups, often with roots in local communities, are key to the implementation of our strategic objectives.

Action Points:

1. Host conferences and consultation events which foster and develop further partnership opportunities

2.6 Consultation

Alongside partnership, sits consultation. We recognise the importance of gaining widespread input into, and support for our strategic approach. As indicated earlier in this document, although produced by the Council, our strategic objectives can only be delivered with the support and agreement of a wide range of key stakeholders, community groups and service users.

In developing this Strategy we have held two major conferences, each of which has attracted over 70 delegates. These invited contributions on the Homelessness Strategy and the main Housing Strategy. We have also used external consultants as a critical friend to assist in benchmarking our approach and performance with other comparable local authorities elsewhere.

We established four strategic steering groups, the membership details of which are contained in Annexe 2, Part 2. These groups have mirrored each of the key housing-related strategies. They will continue to operate as operational review bodies to ensure strategic delivery.

We also recognise the need to consult with service users to ensure that we continue to meet the high levels of service standards we set ourselves. This is delivered in a number of ways:

1. through satisfaction slips and feedback forms at the point of service delivery;

2. through questionnaires and surveys

3. through feedback from providers, partners and user advocates

4. through the Island Panel - this is a group, representative of the 34 Community Partnerships across the Island, which is used as a method of community consultation.

We have undertaken within our Homelessness Strategy to produce half-yearly newsletters to respond to service users providing feedback on consultation and keeping them in touch with current developments.

We are also in the process of significantly increasing the coverage and content of our web site so as to enable information to be accessed and downloaded easily.

This consultation has been highly influential in shaping our approaches set out in this strategy. Particular examples of this have included:

· the establishment of a rural housing target

· the need for a broad interpretation of affordable housing

· the need for a greater focus on key worker housing

We also recognise that in order to be attractive partners, we need to operate in such a way as to facilitate partnership. While we may intent to achieve this, we need to ensure that this is happening. We will therefore undertake a Social Audit during the coming year.

Action Points:

1. Produce half yearly homelessness and renewal newsletters

2. Twice yearly survey of service users

3. Develop formal mechanisms to obtain feedback through providers and partners

4. Conduct a Social Audit

2.7 Developing Homes - Building Communities

Housing is a fundamental prerequisite for the establishment of communities. The Island is a collection of relatively close-knit communities dependent on the availability of suitable housing to nurture and sustain them.

Communities often exist and operate across tenures, based on common factors such as locality, ethnicity, faith and/or age. However, to be sustainable, they depend on stability and effective support networks. One of the principal aims of this strategy is to promote the role of housing as the foundation of community cohesion.

To achieve this, we will seek to work with Parish Councils, Tenants and residents associations and other representative bodies to ensure that the views of local people are taken account of in developing new housing.

We are working closely alongside a Rural Housing Enabler, employed in the Rural Community Council (RCC) to promote the provision of affordable housing in villages and rural locations.

We will also continue to work alongside colleagues involved in health, social care, education, transport and planning to ensure that new social housing delivers, as far as possible, the highest achievable standards to support a good quality of life.

This approach is already being tested for the Pan Village site (see 4.2). With the potential to deliver 6-700 units of accommodation, this site represents the largest community investment for the coming decade. Master planners have already been appointed to ensure that the site is developed in the most effective and efficient manner. Key stakeholders, including local residents, schools, businesses, etc, have also been involved at the earliest possible stage to enable them to influence the principles as well as the physical layout of the scheme.

It is also intended that the extension of PAN will also contribute major benefits to the residents of the existing PAN estate, whose electoral Ward features amongst the most deprived households in the country.

We are committed to the promotion of balanced communities, which represent, where possible a range of ages, ethnic backgrounds and economic status. To achieve this, we will facilitate affordable housing, not only to rent, but also to part-purchase. This will assist those households who have been further disadvantaged through the steep rise in house prices.

We are also committed to the creation and promotion of safe communities in which crime and anti-social behaviour is reduced to an absolute minimum. We recognise that this is one of the major concern of most householders and critical to effective community development. We will work closely with the Crime and Disorder Partnership and other key stakeholders on the Island to ensure that this objective is achieved where possible. Our approach is outlined further later in this document in section 4.3.

We also recognise the need for local businesses on the Island to be able to recruit sufficient staff numbers to run efficiently. We are also committed to increasing the number of employment opportunities available to Island residents. We will therefore continue to consult with the business community to ensure that the needs of key workers are appreciated.

Action Points:

1. Work with key agencies to ensure consultation about our development strategy

2. Promote balanced communities through new developments

3. Research the needs of key workers

2.8 Living and Working on the Island

Two of the main concerns for Island residents relate to access to housing and employment. Unemployment is higher on the Island than in many parts of the South East, and a significant number of jobs are linked to the seasonal tourist industry.

As such, incomes on the Island tend to be low in comparison with the other parts of the region. Ninety per cent of Island households earn less than £23,920 (New Earnings Survey), with 63% earning less than £18,200. For “Concealed”, i.e. newly forming households”, 90% had an income below £20,000.

In contrast, house prices on the Isle of Wight rose by 45% between 2001 and 2003. Despite a slowing down in housing costs in the South East during the second quarter of 2003, prices on the Island continued a strong upward trend. Terraced properties rose by more than 9% between the first two quarters of the year.

As a result, the income levels needed to purchase a property on the Island have increased significantly between 2001-3 (see below).

Income Requirements 2001 – 2003 (£)

Property Type	June 2001 (£)	March 2003 (£)	Increase %
Terraced	24,260	35,370	45.8
Flats	19,820	29,500	48.8

Rental costs have also increased and the Housing Needs Survey Update 2003 estimated that the cheapest rentals on the Island would require an income in excess of £16,000 pa, which is outside the reach of at least 50% of existing households and more than 70% of newly forming households. Further information on the Island’s Housing Market is contained in Annexe 3, Part 2.

55555555555 The affordability gap is even greater for many households who are much worse off than the average would suggest. An analysis of applicants on the Common Housing Register indicates an average head of household income of £6230.38. This would allow only a £21,800 mortgage. On the basis of the National Housing Federation (NHF) definition of affordability, i.e. 25% of income for housing costs, this would suggest an ability to pay of only £30 per week.

The nature of the housing market on the Island is highly constraining for low-income households. Approximately 80% of the housing is in owner occupation and therefore subject to market forces. The private rented sector is highly marginalised at only 7% with a heavy dependence on assured shorthold tenancies and subject to seasonal fluctuations. The remaining 12% are social housing at affordable rents, which is in heavy demand.

This situation is further exacerbated by a total of 3293 second homes and 992 long term empty properties, which further reduces the number of accessible homes. The reduction in the number of empty homes is one of the key objectives of the Housing Renewal Strategy. We are clear that this is a wasted resource and represents a negative factor in the quality of Island life.

Table 2.1 Social Housing Development 1999/2000-2004/5

	1999/2000	2000/ 2001	2001/ 2002	2002/ 2003	2003/ 2004 forecast	2004/5 forecast
ADP Funded	29	90	22	19	3	51
Local Authority	42	25	34	4	28	0
PPG3	N/a	8	3	16	6	13
Right to Buy Sales	0	51	53	46	35	35
Net Total Gain	71	72	6	7	2	29

A further contributory factor to the problem of affordability is the lack of new dwellings being built on the Island, particularly in the social housing sector. Table 2.1 indicates that between 1999/2000 and 2004/5, the Island is forecast to achieve a net gain of only 187 additional social housing units, an average of 31 per annum. This is in contrast to the annual requirement of 1,460 new units as indicated in the Housing Needs Survey 2003.

This level of performance is of major concern, bearing in mind the continued high levels homelessness acceptances and the growing affordability gap. As with many other local authorities in the South East, the abolition of Local Authority Social Housing Grant (LASHG) did little to help this position. The relatively poor yield from the Planning system has also been a shortcoming. However, we remain committed to funding social housing through our capital resources and we are working with the Head of Planning Services to improve the Planning-related yield (see Section 4.2 below).

What is absolutely clear is that without a substantial increase in the numbers of new dwellings, we will struggle to address the levels of demand outlined in Section 3 below. We are also, however, conscious of the need to be realistic in our projections of deliverable housing within the limitations of available sites and the cost of provision. With these factors in mind, we will aim to see 150 affordable housing units provided during 2004/5 rising to 200 per annum for each subsequent year. These levels of provision remain below the expected need set out in the Housing Needs Survey Update 2003, but are potentially achievable with the support of the Regional Housing Board through capital funding. The details of these annual projections are outlined in further detail in Section 5 and contained fully in Annexe 4, Part 2.

Action Point:

1. Facilitate the development of 200 new social housing units per annum
Section 3 Housing Demand

Indicators of Need
Households	1991/2	2001/2	2002/3	Per 1,000 households
‘Waiting list’ at 31st March	Not available	1609	2403
Accepted as homeless and in priority need	202	305	302
Homeless and housed in temporary /emergency accommodation or B&B	Not available	197 as at 31^st March 2002	217 as at 31^st March 2003
Homeless and housed in permanent accommodation	Not available	191	207

The demand for housing on the Island is considerable across all tenures. This is clear from the levels of need indicated through the Island Housing Register and the number of homelessness presentations. It is also evidenced by a buoyant owner occupied sector for both first and second homes. The high percentage of private homes on the Island has resulted in considerable pressure for the relatively few affordable housing units that are available.

In October 2003 the Island Housing Register comprised 3500 active applications. These are being supplemented at the rate of 50-60 new applications per week. This figure is arrived at having completed a thorough review of the entire list.

We have also recently introduced a new, Internet-based software package through which to administer the Register.

This will, in time, enable interested parties to register on-line from anywhere and to able to view their position on the list and chances for rehousing at any time.

We are also now in a position to co-ordinate need more effectively through a single list covering the whole Island. This will not only ensure that we house the most appropriate people, but also provides the flexibility to introduce new initiatives such as choice-based lettings (CBS). We will pilot a CBS scheme during 2004/5.

3.1 Health and Social Care

As indicated earlier, Housing Services are located within a joint Directorate with Social Services. This recognised the close relationship between the effective delivery of social care and the standard of local housing conditions. We are convinced that close collaboration is the foundation of a responsive and caring Council.

Examples of this can be seen in the new establishment of a community support role within the Housing Services Division. This will commence from December 2003 with the transfer of Wightcare, which currently delivers homecare and out-of-hours support to elderly and vulnerable people. This will complement the existing situation that has seen the Council-based Occupational Therapy Service and the Supporting People Team also located within Housing (see organisational chart in Appendix 1).

This approach is also in evidence in the Directorate’s relationship with the Primary Care Trust (PCT) and the NHS Trust. This was formalised during 2003 with the issue of a Statement of Intent, which cemented the commitment for close working arrangements. This has already lead to the establishment of a Joint Commissioning Team, jointly delivered services for mental illness and a s31 agreement for a pooled budget for free nursing care. Further s31 agreements are programmed for 2004/5 to create an integrated Community Equipment Service (ICES) and an integrated Occupational Therapy Service.

The close linkages between housing, health and social care are also reflected in the Council’s policy statement, dated October 2003. This has subsequently been progressed with the Strategic Health Authority. An agreement has been reached to find a consultancy service to consider how the Council, PCT and Health trust can work together more through organisational change.

3.2 Homelessness

Homelessness continues to be one of the key social problems for the Island. Despite a largely rural environment, the levels of homelessness are second only to the major urban environments in the South East. During the nine months between June 2002- April 2003, the number of homeless acceptances on the Island were 10^th highest of 66 authorities in the South East Region.

In tackling homelessness, the Council adopted a new Homelessness Strategy in June 2003. This was developed in response to the Government requirement that all authorities are required to remove families with children from bed and breakfast by April 2004 and the expectation that homelessness services would be delivered in a more strategically-focussed manner. In short, we have been required to concentrate less on responding to emergencies and put more effort into preventing homelessness in the first instance.

This represents a significant change of approach for the Island. However, it is consistent with feedback from the Audit Commission following the CPA inspection in 2002. The improvement plan that resulted from this inspection has formed the basis of the new strategy, the aims of which are listed below. Homelessness is also one of four Priority Improvement Areas (PIAs) for the Council. The outcome of such a designation is the focus of Corporate support and assistance to achieve the required level of service improvement.

The main thrusts of the strategy in the short term are to remove families with young children from bed and breakfast by 1^st April 2004 and to develop options that might avoid homelessness. We have achieved significant progress in meeting this target, reducing the number of households with children in bed and breakfast from 670 in ###October 2002 to only 15 in November 2003, only 5 of which had been in bed and breakfast for longer than 6 weeks, which is the Government’s stated target.

Aims of the Homeless Strategy

1. To create a robust framework within which the Council can deliver effective homelessness services to people in need on the Island.

2. To pursue this within a context of partnership and consultation with all key stakeholders and service users.

3. To attempt, wherever possible to prevent homelessness occurring

4. To investigate applications in a user-friendly and sensitive manner whilst adopting rigour and thoroughness in our deliberations

5. To produce outcomes to homelessness applications which, as far as resources allow, reflect user expectations and result in appropriate and sustainable arrangements

One of our principal responses to the bed and breakfast target has been to develop a positive relationship with landlords in the private rented sector. This has enabled us to lease single family properties of an acceptable standard for 3-5 years. Our target is to lease 80 properties through this scheme for 2003/4 and 2004/5. This programme has proven particularly important in the light of delays in the construction of 93 dwellings on the Oakfield site in Ryde.

We have attracted additional funds to the Island in the last two years through bidding to the ODPM Bed and Breakfast Unit. We received £100,000 in 2001/2, £6592,000 in 2002/3 and have bid for a further £180,000 for 2003/4. These funds have primarily enabled us to procure additional leased accommodation, to promote rent deposits and to bring empty property back into use.

Through the new Homelessness Strategy we have set out a programme to change the way we deal with homeless households. However, since its publication in July, we have made further, additional strides, which have included:

· Committing to additional move-on accommodation for the Women’s Refuge

· Working with the Independent Housing Aid Centre to promote a new, collaborative approach to the initial response to potential homelessness

· Investigating the potential use of invest to save funding to employ additional homelessness staff to conduct home visits

· Contributing to the employment of a consultant to develop an Island-based mediation scheme

We are committed to reaching a position where homelessness is avoided where possible through a combination of increased options, adequate advice and information and appropriate support where needed.

We will continue to work with our partners through the continuation of the Homelessness Steering Group. We will also increase our regular consultation and feedback to service users.

We are clear that we are making considerable strides in meeting the Government’s target for the avoidance of bed and breakfast usage. However, we are also aware that many of the measures we are currently engaged in are only temporary solutions and that an increase in the provision of permanent affordable housing must be our primary focus.

However, we are also concerned about the growing problem of single homelessness on the Island. As part of our PSA agreement, we have committed to stop using bed and breakfast for all homeless applicants, i.e. those without children by 2006. This places a considerable burden on the Council to deal with the very real difficulties experienced by some single people in finding housing.

We work closely with the voluntary sector to provide funding and support for appropriate hostel accommodation. This is illustrated by the fact that there are already:

· 58 places for 16/18 year olds

· 85 places for care leavers

· 67 places for discharged prisoners

· A 45 place foyer

In addition to these facilities, we are hoping to establish a direct access hostel in 2004/5 in partnership with the Salvation Army.

To date, there is no significant record of rough sleeping on the Island. However, we will be conducting a survey early in 2004.

Action Points:

1. Remove families with children from bed and breakfast by April 2004

2. Promote homelessness prevention

3. Implement new Homelessness Strategy

4. Develop Direct Access Hostel

5. Conduct Rough Sleepers Count

3.3 Supported Housing

Enabling households to sustain as independent lifestyle as possible is a central theme of this Strategy. The emphasis on community care in recent years has required the provision of a diverse range of supported housing to underpin this approach. However, the relatively high level of elderly and disabled people on the Island generates a considerable pressure in providing and resourcing adequate support facilities.

The demographic trends for the Island indicate a significant increase in the number of older people over the age of 65. Government projections suggest that by 2021, almost a third of all Island households will fall into this category. Significantly, this projected trend includes a steady increase in the number of people 85+. Conversely, there is a projected drop in the number of 16-24 year-olds to only 8% of the local population. The potential impact for the Island is in the growing need for carers and support staff in the face of an apparent reduction in those entering the local workforce.

The other major implication for an increase in the age profile of the Island is the challenge to ensure that we are providing adequate support services and appropriate numbers and type of accommodation. We recognise the need to plan for such changes in a structured manner. There are a number of key issues that will inform our response to strategic planning:

· the need to evaluate the appropriateness of existing sheltered and older people’s housing

· the shifting emphasis from residential to community care

· the need for extra care housing to support frailer members of the community

· the reduction in the number of hospital beds on the Island

A detailed appraisal will be conducted early in 2004 as part of the development of the Supported Housing Strategy. This document will include the detail required by the ODPM for the Supporting People Strategy, but will be broader in its coverage. It will form the third of the key housing-related strategies, which inform this document.

One of the principal mechanisms for addressing supported housing needs on the Island is through the Supporting People regime. Over the course of the last year, we have attracted £7.1 million to fund a range of supported housing provision. This has extended coverage to approximately 1300 service users through a network of 50+ providers.

From the information we currently have, the needs for supported housing relate to the groups opposite. This is derived from a supply map for the Island included in the Shadow Supporting People Strategy submitted to the ODPM in March 2003.

However, this assessment was made on the basis of a generalised ODPM population projection and may not be completely accurate. An example is that the evidence from the Housing Needs Survey is for a relatively low level of demand for sheltered housing. We will therefore commission a special needs housing survey in the early part of 2004 to fully inform the development of the Supported Housing Strategy.

We are also keen that the Supported Housing Strategy will be a focus through which to establish an Island-based approach to delivering community-based support. This will reflect the ethos of an evolving Directorate approach to this issue through the establishment of a new Housing and Community Support Services Division mentioned earlier. The new structure is intended to develop synergies between services and create a coherent and sustainable

Type of Need:	Estimated Numbers
Individuals who can live unsupported for limited periods of time but need affordable homes in which support can be offered	50
Individuals who are expected to always require a minimal level of support and who require affordable homes	30
Individuals with no fixed abode, who experience difficulty in maintaining a stable home base. Often referred to as having chaotic lifestyles and may have multiple problems	50
Individuals currently in accommodation with either high level specialist support, or in group/shared homes with support requiring permanent affordable accommodation with varying degrees of support	30
Individuals requiring long term affordable accommodation to maintain their mental health and well-being but remain low priority on the housing list	35
Individuals with progressive illness and blood borne viruses whose support needs increase and change with time, but who need long term accommodation for as long as possible	20
Young people referred for Mental Health Support	30
Ex offenders with complex needs	20

package of measures to support people in their homes. We will also continue to work closely with Social Services, DAT (see 3.5 below), the PCT and the NHS Trust to ensure a co-ordinated approach to such services.

In terms of future funding for supported housing schemes, we have identified a need for:

· additional move-on accommodation for women in the Island refuge

· a direct access hostel through the Salvation Army

· the establishment of a Home Improvement Agency

Decisions on further provision will be made in the light of findings from the Special Needs Housing Survey and the on-going reviews of existing providers conducted by the Supporting People Team.

3.4 Disability and Restricted Access

We recognise that the current provision of housing, suited to, or adapted for people who are physically disabled, is limited. This is in part due to the large number of elderly people on the Island who are elderly and infirm.

This is reflected in the 2001 Census, which identifies the Island as having:

· 22% of the population with a limiting long-term illness

· almost 10% with general health `not good’

· 11% of the population providing unpaid care, 2.5% of which provide care for more than 50 hours per week

· almost 6% permanently sick or disabled

In addition, the 2001 Housing Needs Survey identified that almost a quarter of Island households, around 14,000, contained at least one member with some type of disability. Almost 60% of disabled households members were elderly. tThere are alsocurrently between 1-2,000 wheelchair users on the Island who are in receipt of on-going support.

The Survey also identified that only 9% of Island dwellings had been adapted for the disabled, very few of which are in the private sector. This suggests a considerable latent demand, which remains to be met.

The support for people to live as independent as possible in their own homes is a central theme of this Strategy and is echoed in the Housing Renewal Strategy. We are delivering this objective in a number of ways:

1. Through the distribution of Disabled Facilities Grants (DFGs). In 2002/3 we awarded over 100 grants. All DFG applications deemed urgent by a panel of officers were serviced within 3 months, while standard applications were usually processed within ##10 months. The average amount of grant delivered was £25,000.

2. Through minor adaptations processed by the Occupational Therapist (OT) Service. The establishment of a Mobile Service has proven particularly effective.

3. Through adaptations funded by housing associations within their own stock – these are usually limited to a maximum of £500.

We are looking to improved services further in this area. Over the next two years, we are looking to develop:

· A Home Improvement Agency to support elderly and disabled people

· Increased use of adaptssistive technology to improve quality of life

· Extend the use of the handyman service

· Create a better data management link between void properties in which adaptations have already been installed and people who need such facilities so as to make the maximum use of resources and increase value for money

· Develop an integrated OT service with a pooled budget in partnership with the PCT and NHS Trust

· Develop an integrated Community Equipment Service along similar lines.

We are confident that these developments will not only improve the lives of many individuals and households on the Island, but will also deliver a more efficient and cost effective service.

Action points:

1. Establish a Home Improvement Agency

2. Extend the use of Assistive Technology

3. Improve data base for adapted property

4. Integrate OT Service

5. Integrate ICES

3.5 Housing and Substance Misuse

We are aware that problematic drug use is often symptomatic of other social & economic problems. Unemployment, deprivation and crime are both causes and symptoms of neighbourhood decline, which social housing landlords on the Island are addressing through efforts to regenerate neighbourhoods and addressing anti- social behaviour.

Housing is recognised as an integral part of successful drug treatment and rehabilitation. The Head of Housing is a member of the Island’s Drug Action Team, which is the focal point for the implementation of the National Drugs Strategy, Tackling Drugs To Build Better Britain. The importance of support services for substance misusers is also reflected in the Supporting People programme to the tune of £478,874 for 82 units.

Other specific initiatives include:

· The funding of a DAT substance misuse accommodation worker for 2003/2004.

· Training funded by the DAT for agencies or individuals working with the homeless or the vulnerable.

· In collaboration with local housing and treatment providers, the DAT are working toward the development of integrated care pathways for substance users around accommodation issues.

· The Island has three prisons within its boundaries. The DAT is therefore working closely with the Prison and Probation Services to address the issue of accommodation and aftercare on release. From April 2004 a through and after care project will be implemented on the Island. This will ensure that the needs of individuals serving a custodial sentence of twelve months or less are identified and where possible addressed through the employment of a development worker joint funded by the prison service and the DAT

· The DAT are also working with Probation services to ensure that by extending the current service provision the needs of individuals who serve a custodial sentence of twelve months or over are identified and met, (Funding 12k Pooled budget).

The DAT is also forming an Availability Group, with representation from key agencies, including housing, to provide, collate and monitor the information required to promote and maintain an effective DAT response to local drug availability. This is vital to maintaining an accurate and up to date picture of the local drug situation in order to respond effectively to a constantly evolving field.

Action points:

1. Contribute to the formation of an Availability Group

3.6 Housing the Island’s Children

One of the foundations of a sustainable community is the retention and nurturing of family networks. This is critical for the Island, where the community represents a vital component of the social and economic fabric.

Clearly, the interests of most younger children, below the age of 16, are dealt with in the body of this Strategy in addressing the generic housing demand from Island households. Reference is also made in the Homelessness Strategy to the need to make properties available for young people who have been looked after to attain independence.

The Council are fully supportive of the broader approach set out in the White Paper “Every Child Matters” to establish a co-ordinated approach to the development of services for children through a new Childrens’ Directorate. This is reflected in the publication of a Local Prevention Strategy which affirms the need to work together so that amongst other commitments, Island children,:

· Are healthy, safe, and well cared for;

· Live in a crime free community;

· Have a secure income and home as part of a family or as an individual

These objectives fully reflect the priorities set out elsewhere in this Strategy. We recognise that housing is often a significant element in determining the quality of life experienced by children, whether as part of an existing household or independently. We will continue to work closely with colleagues to ensure we offer a co-ordinated approach to childrens’ needs.

Specific areas where this can be seen is in terms of:

3.6.1.Younger Children

Foster Parents – the Council has an active programme of placing looked after children in supportive foster placements. Difficulties often arise because of a lack of space of suitable accommodation to enable this to properly happen. We will commit to offering up to two units of accommodation per annum to facilitate foster placements.

Teenage Pregnancy – We are clear about the importance of housing for many young women who fall pregnant whilst part of an existing household. The result of such pregnancies is often to put greater pressure on existing relationships, exacerbate overcrowding and create homelessness. We will work closely with key support agencies, i.e. Social Services and Connexions to provide support where possible.

We have, within the past two years, two mother and baby units have been funded in conjunction with local housing associations. Together these offer ten units of accommodation for young mothers needing support for independence.

We have also adopted a the 10 year Teenage Pregnancy Strategy, which included targets to:

· provide supported accommodation for pregnant teenagers and their partners.

· avoid placing young mothers in bed and breakfast accommodation after April 2004.

· audit housing needs and consult with users of service

Each of these targets is fully consistent with the overarching objectives of this Housing Strategy.

Families Evicted through Anti-Social Behaviour – We fully recognise the need of local landlords to safeguard their interests and the needs of the immediate community by taking decisive action against the perpetrators of anti-social behaviour. However, in many cases, households who are targeted by such action include younger children who are potentially vulnerable. We will therefore investigate ways of establishing local facilities that might offer support to such families, with the objective of facilitating moderated behaviour in the future.

3.6.2 Teenagers and Young Adults

However, the biggest challenge for many children occurs in the transition from dependence to independence. The wish or need to move away from the family home and support themselves in their own space presents insurmountable problems for a number of young people between the ages of 16-25. The lack of employment, coupled with the shortage of accessible, affordable housing results in an out-migration of economically active, younger Islanders. This, in part, is the cause of the increasing problems faced in the recruitment of home carers and caring professionals for the growing older population on the Island.

We are keen, therefore, to recognise and address the needs of these Island Children so as to increase their opportunities to remain on the Island and to contribute to a more balanced, sustainable community. This aim is reflected as a key priority in the AIF, referred to elsewhere in this Strategy.

A significant number of young people do, however, remain on the Island and require a range of housing and support services to enable them to lead independent lives. Traditionally, their needs have not been recognised as a priority and provision has therefore been limited. The situation has changed to some extent in recent years through the extension of priority homeless status in the Homelessness Act 2002 and the recognition of the growing needs of an increasing number of young, vulnerable individuals. This is reflected further in the Homelessness Strategy together with a full analysis of current needs and provision.

In addition to the Homelessness Strategy commitments, we will address the needs of young, single people in a number of further ways:

1. Increasing the provision of social rented housing - we will increase the percentage of new build housing to cater for younger, single people.

2. Placing greater emphasis on shared ownership and key worker housing to enable those on lower, single incomes to gain access to appropriate accommodation.

3. Sponsoring a direct access hostel – this will comprise up to 18 bedspaces for single homeless people to avoid rough sleeping

4. Providing 3 units of accommodation, in conjunction with the Probation service, for vulnerable ex-offenders

5. To provide additional hostel units in conjunction with the DAT for substance misusers

6. We will undertake a rough sleepers count to ascertain the extent of rooflessness on the Island.

Action Points:

1. We will offer up to two units of accommodation per annum to facilitate foster placements

2. Investigate provision of support to families evicted for anti-social behaviour

3. Increase the percentage of new build accommodation for younger single people

4. Increase number of key worker and shared ownership housing (see section 4, Housing Supply)

5. Sponsor direct access hostel through Salvation Army

6. Provide 3 units of accommodation for ex-offenders

7. Provide an additional hostel for substance misusers

8. Undertake rough sleepers count

1.Key Worker Housing

Section 4 - Housing Supply

There is clear evidence from the Housing Needs Survey that the demand for affordable housing on the Island far outstrips supply. There is therefore a compelling case to support and facilitate the development of a sustained programme of social housing that will go some way to addressing this need. As indicated earlier, our target is to reach and sustain a new build programme of 200 affordable housing units per annum.

One of the key opportunities for the Council to make significant inroads into the high levels of housing need on the Island is through the development of the Pan Village site in Newport. This land has the potential to deliver 6-800 units, a significant proportion of which might be for social renting. Further details are outlined below.

However, building social housing cannot by itself resolve the broader picture of housing need. The upward trends in house prices for outright owner occupation has meant that there has also been a significant increase in demand for housing which addresses an intermediate market between renting and full owner occupation.

In effectively meeting the Island’s housing demand, we recognise the need to cater for as diverse a range of needs and aspirations as possible. The bulk of our energy will, of course, continue to be channelled into our core responsibilities towards homeless households and those in greatest need. However, by promoting a range of options and choice to other members of the community, we can fulfil our objectives to prevent homelessness, develop sustainable communities and contribute to economic prosperity on the Island.

We also appreciate the limitations of new building as a solution. Two key requisites, finance and land are both finite resources. There is also an absolute requirement to ensure that we preserve, where possible, the Island’s environmental quality in line with the Council’s 6 corporate objectives. As a result, we will seek to balance the provision of new build housing with measures to maintain and improve the Island’s existing housing stock.

4.1 Providing new homes

The development of new affordable housing is critical to our ability to meet our obligations to homeless households and those living in inappropriate housing conditions. Within recent times, the Island has seen the construction of a significant number of new houses, actually exceeding the target set by Central Government. However, few of these have been available for people on low incomes. As a result, the size of the Island Housing Register has almost

doubled and the average length of stay in temporary accommodation is 40 weeks.

The 2003 Housing Needs Survey Update indicates that we need 1,460 additional units of accommodation each year to keep pace with demand. We therefore desperately need new housing. This level of provision is unlikely to be met through the social sector alone and we fully appreciate the need to work in close partnership with private developers as well as housing associations. As such, there are a number of core expectations that we expect all developers of social housing to reflect in their development briefs.

Principles for Social Housing Development

v Sites should generally be situated close to amenities and near transport links. Where sites are proposed which fall outside of these criteria, a contribution to offsite development may be required instead. Green space for safe play and recreation should be incorporated wherever possible for the benefit of all.

v Developments should be integrated, so that rented units and units for sale are interspersed.

v Site layouts should be designed with safety and security in mind and with all possible efforts to design out crime and anti-social behaviour.

v Movement through sites should be so designed as to ensure that pedestrians and cyclists should be able to move freely.

v Layout and house types should be developed with sustainability and energy efficiency in mind. Every effort should be made to reduce fuel poverty where possible.

v Affordable housing should be designed to lifetime homes standards where possible. Although this may add a marginal increased cost in the short term, it offers much greater flexibility over time.

v Environments should be disability friendly where possible. Not only should people with ambulant disability or sensory impairment be able to move freely within their homes, but generally within the external environment.

v New affordable dwellings should be technology enabled where possible. This means that as a minimum, each unit will be cabled to enable home working, support facilities and possible aids and adaptations to be activated at minimum costs.

v Affordable Housing should contribute to providing sustainable training for the local community in the construction industry, by ensuring that contractors link in with existing programmes.

However, we are clear that any new provision needs to reflect quality and sustainability rather than additional numbers alone. We are seeking to provide homes rather than just housing units.

As such, there are a number of core expectations that we expect all developers of social housing to reflect in their development briefs.

We believe strongly that these principles also have resonance across tenures, but recognise that they may be less critical where purchasers are exercising choice on the open market.

Action point:

1. We will expect all new housing developments to comply with our proposed Principles for Social Housing

4.2 Housing and Planning

As indicated earlier, the planning system is crucial to the provision of adequate supplies of both social and market housing on the Island.

We have carried out an Urban Capacity Study to assess the potential of settlements on the Island to accommodate new development. The total capacity available for residential development on the Island as at 31st march 2003 was 6059 units, of which just over 30% was on small sites.

Within the recent past, the Island has been one of the few areas in the South-East to meet the target set by the ODPM for the delivery of new housing units. However, very few of these units have been made available for social housing. This is despite the expectation contained in Planning Policy Guidance 3 (PPG3) that the Planning System would be a principal tool for delivering social housing through the mechanism of Section 106 Agreements. The current UDP adopted in 2001, sets out a requirement that all sites yielding development in excess of 15 units (25 in Newport), should contribute 20% of those produced for social housing. These should be handed over to a housing association at 50% of open market value.

On the basis of the Urban Capacity Study, this formula should deliver an output of 1212 social housing units. However, our experience in recent years is that small sites have not produced any real social housing output due to falling outside of the threshold. If these are discounted, the projected yield becomes 808, which is significantly below the requirement indicated by the Housing Needs survey, outlined in section 3.

The shortfall in delivery is illustrated by the levels of social housing output through PPG3 for 2002/3, which should have amounted to 75 (i.e. 20% of 373), but was actually only 14, less than 4% of total output.

	2000/2001	2001/2002	2002/2003	Forecast 2003/2004	Average
Total number of sites where PPG3 applied (Total number of units)	466	482	437	460	461
PPG3 provision	8	3	16	17	11
Actual PPG3 conversion	1%	0.5%	3%	3%	2%

The table above indicates that the shortfall experienced in 2002/3 was not an isolated phenomenon.

There are a number of reasons why PPG3 has failed to make its anticipated contribution to the pool of social housing on the Island. These have included:

· Size of sites developed – many have been below the threshold

· Increasing house prices – have made the 50% open market value transfer cost to housing associations difficult to work within

· A reticence by some land owners and developers to bring forward sites because of the PPG3 requirements.

However, there is now a recognition within the Council, strongly driven by elected members, that s106 Agreements must become a more productive means of contributing to the delivery of the Island’s housing needs. As a result, a number of actions have been put in place, which are designed to improve output. These include:

Developing systems to ensure co-ordinated provision of a full range of housing

During the second half of 2003, a significant amount of work has been undertaken between officers from Housing, Planning, Legal Services and Property Services, together with elected members and housing associations. The focus has been on improving communication and establishing clearer protocols relating to the implementation

Making full and effective use of Section 106 Agreements

We are clear that our current approach to s106 agreements needs to be revised in the light of underperformance, changes in housing costs, increasing demand and experience gained from other local authorities across the South-East. We are therefore in the process of examining our approach with regard to the following elements:

· Percentage Yield - Current experience in neighbouring authorities would suggest that the Island’s requirement for 20% of developments given to social housing is low. A more representative figure is in the region of 30-35%.

· Threshold – The blanket threshold of a 15 unit yield before sites come within the remit of s106 has proved ineffective to date. This figure varies across the region, dropping to as low as 5 units in some authorities. We will therefore review this level.

· Transfer Price – The 50% of open market value transfer arrangement has proved unworkable in many instances within the last year. We will review this figure in the light of rising prices and other models adopted within the region.

While being committed to changing the current s106 expectations, we are conscious of the need to take account of the views and requirements of developers and landowners, both of whom are key stakeholders in the process. We have therefore commissioned market research intended to examine the key drivers in the development process to ensure that any proposed changes will not unduly compromise financial viability. This research will involve consultation with key stakeholders, examination of development costs and land values on the Island and adjacent mainland. We expect the results of this research to be available early in the New Year.

Producing appropriate policies and proposals for the LDF

The LDF will replace the existing UDP by 2007. The new style of Plan will be more focussed on achieving delivery and will give the opportunity for the Council to work more proactively with landowners and developers to secure the development of key housing allocations. The plan will also be spatial rather than strictly land use based. This will give greater flexibility to adopt policies that directly tackle delivery and affordability.

Working in partnership with RSLs

Housing associations on the Island are the main developers and landlords for social housing. We are therefore keen to ensure that they are able to engage with the Planning System in a way that facilitates the production of new housing, while recognizing the need to deliver high quality, safe environments.

To this end, we have established regular dialogue sessions, which include elected members, to enable issues to be raised and addressed in a constructive and productive manner.

We will also ensure that early consultation will take place involving Housing, Planning and the housing associations to ensure that proposals for development of the sites included in section 5 are fully compatible with the requirements and expectations of all parties.

Securing high quality designs

We are committed to the production of long term, sustainable housing on the Island, whether for social or private housing. It is for this reason that we have set out the principles set out above, which we expect to inform the approach of developers in the future. We recognise that some sites lend themselves to greater innovation and more flexible design that others. However, we are convinced that with appropriate consultation and support, we can deliver quality that will withstand comparison with any development in the region.

Actions:

1. Review the UDP in the light of housing market research and issue Supplementary Planning guidance with regard to s106 agreements

2. Ensure the optimum production of social housing through Planning

3. Develop a co-ordinated approach to the housing development process on the Island

Pan Ward

Pan Vi

Pan Village

Pan Village is a development site within the Pan Ward, which is recognised as one of the most deprived in the country. The site adjoins an existing estate of predominately social housing, which is owned and managed by a local housing association.

Newport is one of the areas in greatest demand for affordable housing and Pan Village offers the opportunity to make significant inroads into this.

The site should yield approximately 800 units of which approximately 40% will be social housing. This is expected to be a mixture of rented and shared ownership housing, developed on the design principles set out in 4.1 above. The social housing will be managed by a consortium of local Island associations.

The new housing will be developed in consultation with key stakeholders and the local community and is intended to add value to the residents of the existing Pan estate. This will be underpinned by additional resources from the ODPM through a £2.5 million Neighbourhood Management Grant designed to improve the services to this area.

Pan Village represents a unique opportunity for the Council as the largest site in our ownership left for redevelopment. We intend to use this opportunity to deliver a high quality environment for both existing and new residents to the area.

4.3 Crime and Anti-Social Behaviour

For a number of households, the negative impact of crime and anti-social behaviour is one of the major barriers to a high quality of life. In consultation with social housing tenants, it emerged as one of their key concerns.

The Council are fully committed to working with a wide range of individuals and organisations to eradicate or at the very least, control such behaviour. In April 1999 a three year crime and disorder strategy was produced entitled "Community Safety Protecting the Islands Future". This was renewed in 2002 and the new strategy runs until 2005.

The main mechanism for addressing these issues is the Crime and Disorder Partnership (CDP) (see appendix 2 for membership), which aims to reduce crime, disorder and the fear of crime on the Isle of Wight and make the Island a safer place in which to live, to work and to visit.

The overarching objective of the CDP strategy is to reduce all forms of crime and disorder on the Island. However, three key priority areas have been identified:

1. Drug and alcohol misuse

2. Working with young people to reduce crime and disorder

3. Domestic violence

We will continue to work closely with Island housing associations in adopting a series of measures to prevent and control crime and anti-social behaviour. This will relate to all aspects of the housing process, including:

· Designing out crime in new and existing housing

· Working with and providing support to both perpetrators and victims

· Establishing a mediation service to resolve disputes where possible

· Supporting landlords in taking appropriate legal action where other measures have failed

We are currently in the process of establishing the viability of a mediation service for the Island and would hope to have a facility in place within 2004/5. We are also examining the potential for developing a scheme to work with households who have been evicted through anti-social behaviour.

4.4 Housing Renewal

The Council’s Housing Renewal Strategy became effective from 18 July 2003, covering the five-year period to 2008. Its approach was heavily influenced by the requirements of the Regulatory Reform Order 2002, which almost completely repealed the previous grant regime and promoted a wider focus on addressing unfitness and disrepair. This is the Council’s key document for Housing Renewal and contains the full detail of our strategic commitments in this area.

We view this strategy as a prime vehicle through which we can invest in the housing fabric of the Island, which is key to the social and physical infrastructure of Island life. It represents a mixture of measures that have been used on the Island in the past, such as renovation and repair grants. In addition, there are new and innovative approaches such as loans, the potential development of a Home Improvement Agency and other forms of assistance.

Our approach was developed as a result of a detailed review of existing provision, which involved widespread consultation with users and key stakeholders and followed the production of a Housing Stock Condition Survey in 2002 (see table opposite).

The objectives of the strategy are both property-related, i.e. fitness and repair, and person-centred, relating to the needs of occupiers. We aim, as far as possible, to keep people in their own homes and facilitate hospital discharges whilst improving local environments and promoting Agenda 21 objectives.

Housing Stock Condition Survey Indicators	Findings
Number of properties	62,000
Rate of housing unfitness	3.1%
Number of unfit houses	1,900
% Unfitness in private rented sector	11% or 550 dwellings
Dwellings needing repairs costing over £10,000	3.4% or 2,000 dwellings
Cost of bringing all private dwellings up to a reasonable standard	£11.49 m
Current cost of bringing all unfit properties to fitness and to retain within the housing stock for a period of 10 years	£17.41 m
% Houses where head of household is on: a) low income b) means-tested benefit	54% 63%
The total percentage of families in Fuel Poverty with fuel costing more than 10% of income	7.4% or 4500 properties

In line with the partnership theme adopted throughout the Housing Strategy, we are keen to deliver Housing Renewal

outcomes in collaboration with the many agencies and interested parties on the Island who together have with the resources, knowledge and expertise. We have no wish to reinvent the wheel where appropriate services exist, but are keen to plug gaps where they do not.

Our overarching objectives for Housing Renewal are:

· To reduce unfitness on the Island,

· To eradicate fuel poverty and promote energy efficiency,

· To enforce acceptable minimum housing standards in the private rented sector,

· To reduce empty properties on the Island,

· To focus intervention on an area basis to bring about long-term change.

We believe that the successful delivery of these objectives contribute directly to three of the Council’s six key themes:

1. The improvement of health, housing and the quality of life for all

2. To encourage job creation and economic prosperity

3. To create safe and crime free communities

The content of the Housing Renewal Strategy is based on the findings from a House Condition Survey conducted in 2002. Housing unfitness was calculated at this time to amount to 2,900 properties. This represents a reduction of 1,000 properties, an average of 200 properties per year when compared with the previous Survey in 1997.

In the last two years we have provided:

· 190 Disabled Facilities Grants plus an additional 45 delivered by Island Housing Associations,

· 130 Home Repair Assistance Grants,

· 40 Renovation Grants,

This programme of work has been delivered as the result of Council funding of £2,200,000 and together with additional funding through the Approved Development Programme.

The table to the right indicates the Council’s five-year commitment to delivering Housing Renewal outcomes. These targets are further broken down within the Housing Renewal Strategy into annual action plans.

We are also conscious of new powers and legislation expected in the near future which offer further opportunities for delivering the renewal outcomes targeted within the strategy. These include:

§ Compulsory licensing of Houses in Multiple Occupation;

§ Limited Scheme for the licensing of private sector landlords;

§ Housing health and safety rating scheme;

§ Compulsory leasing/purchase of long term empty homes;

§ the Regulatory Reform of Fire Safety.

Action Points:

1. Implement new Housing Renewal Strategy

2. Promote decent homes across the Island

3. Reduce levels of fuel poverty (see 4.6 below)

4. Reduce the number of empty properties (see 4.5.3 below)

5. Enforce standards

Five-year Plan for Housing Renewal

4.5 Rural Housing

We recognise the importance of responding to the needs of rural communities on the Island. A number of these are listed amongst the most deprived areas in the country as a result of isolation. The provision of affordable housing is critical to sustaining these environments and the Island has been identified as a rural priority area in the Regional Housing Strategy.

We have engaged with rural town and parish communities and through our commitment to the part funding of a Rural Housing Enabler for the Island.

The Regional Housing Strategy indicates a level of 12% provision for rural affordable housing for the South East and we will aim to achieve this in our targets for completed units over the next few years. However, to date funding for rural schemes on the Island has been limited and engaging with rural communities to bring forward sites and ensure that schemes reflect local needs and aspirations, will inevitably take time.

We are therefore committed to delivering 10 units of affordable housing for 2004/5 and 2005/6, increasing to 15 units in 2006/7 and 18 units, representing the full 12% of projected units, in 2007/8. These units will be delivered either through exceptions sites, Section 106 agreements or active targeting of finance for schemes in rural areas.

Alongside this, we will continue our commitment to supporting the work of the Rural Housing Enabler to ensure that we get appropriate representation from rural communities in the following manner:

§ Raise the awareness of the need for affordable housing by visiting town and parish councils,

§ Ensuring that rural housing needs are accurately assessed by conducting local housing needs surveys,

§ Working with town councils and local land owners to bring forward appropriate sites for development,

§ Ensuring that local housing needs are met by the use of agreed local lettings policies.

Action points:

1. Deliver 10 units of rural housing in 2004/5 and 2005/6, 15 units in 2006/7 and 18 units in 2007/8

2. Work with Rural Housing Enabler to raise awareness with rural communities and ensure local needs are understood

4.6 Managing the Market

We commissioned housing market research during 2003 that has provided essential data as to the nature and trajectory of the Island’s housing stock.

What is clear that during the two year period between 2001-3, house prices rose by over 40% while rents in the private sector rose by 15% for more popular housing and amongst social housing tenants by an average of 1.9%.

We have recognised that the rise in prices which has far outstripped wage increases, has resulted in difficulties for a significant number of households on lower incomes to access both rented and owner occupied property. As a result, we have adopted programmes of action designed to address this problem. Our intention is to moderate, where possible, the more extreme and undesirable effects of the market on those households unable to afford an open market cost.

1. Shared Ownership Housing

We recognise that the steep house price inflation experienced on the Island overwithin the recent past couple of years has had the effect of preventing many existing and newly-forming households from getting a foot on the ownership ladder. This effect has been further exacerbated by shortages of entry-level housing whichhousing that has resulted from the additional demand generated by the Council’s leasing scheme.

We consider that one of the most sustainable means of addressing this problem is through the development of shared ownership properties by partner housing associations. At an average cost of £34,000?? per unit, shared ownership will extend the offerpportunity to anpurchase an affordable unit ftor an additional ??% of the Island community a significant number of additional households.

2. Rent Deposits

One of the potential barriers to households being able to access the private rented sector is the need to provide rent deposits. Through the provision of such monies, we have been able to prevent a significant number of households becoming homeless. This has had dual benefits. The first is creating choice and opportunities which households accepted as homeless often do not have because of the constraints on social housing voids. The second relates to a significant saving on the cost of households placed in temporary accommodation. A further potential outcome may be the establishment of a more stable private rented sector.

Since commencing the rent deposit scheme, we have awarded approximately £30,000 in payments. We have funded this through a combination of Bed and Breakfast Unit grants and PSA pump priming grant, the former of which will continue for future years.

This has benefited ##43 households, which averages approximately £##560 per household. To our best knowledge, ##%more than 60% of these awards have led to the recipients gaining a secure foothold in the private rented sector. It is estimated that without these payments, the Council may have incurred an additional £##200,000 -worth of temporary accommodation charges.

Action point:

1. Continue to distribute rent deposits

2. Produce half yearly monitoring report

3. Empty Homes Strategy

We are keen to reduce the number of properties remaining empty on the Island. Current indications that there are currently in excess of 600 dwellings whichdwellings that are long-term void. We will use a combination of encouragement, support and coercion to bring properties back into use.

We currently have a target of bringing 32 new dwellings back into use each year, funded through a combination of Bed and Breakfast Unit funding and capital resources identified through our Basic Credit Approval (BCA).

This has proven successful across the Island, but is particularly effective in areas such as Ryde where we have worked with the Ryde Development Trust to renovate flats above shops, whilst at the same time preserving the historic façade.

We offer a grant where a property has remained empty for a period of longer than one year, and is in disrepair. The amount of assistance may vary, up to a maximum of £5,000. Priority will be given to properties where the owner is able to make a contribution of at least 50%.

We will proactively target empty properties, working with owners to identify solutions for bringing the property back into use. Empty Properties may be brought back into use for sale.

Grant conditions remain in force for a period of five years from the certified date of completion of grant work. The grant must be repaid in full, together with compound interest, if the property is sold or otherwise disposed of, or if it is left empty for more than 13 weeks.

Action point:

1. We will aim to bring at least 32 empty properties back into use per annum

4. Private Leasing

Since the beginning of 2003, when the leasing scheme began, we have procured over 150 dwellings. The terms of the lease require landlords to conduct management and maintain their properties to an agreed standard, which may be higher than they would choose if they were letting commercially. To reflect this, we agree to pay a rent which is approximately 10% above the open market rate.

The procurement of leases for the purposes of removing families with children from bed and breakfast has obviously had some effect on the local housing market on the Island. We have been consistent in terms of the levels of rent we are prepared to pay landlords, but inevitably this is above the open market level to reflect the fact that we require minimum specifications of management and repair. We have monitored closely the impact on rent and house prices caused by the increased leasing activity. We are clear that we do not wish to generate additional homelessness caused through rampantsubstantial house price inflation fuelled by leasing.

The evidence gained through monitoring the local press and liaising with Island estate agents is that there has been some change in prices but not of a significant magnitude. Of more concern, has been a recognisable shortage of certain types of entry-level housing in the main towns on the Island. We will seek to redress this position by sponsoring a regular flow of low-cost and shared ownership housing through our affordable housing programme.

We expect the level of procurement to level off having achieved our bad and breakfast target in April 2004. Our leasing target is 80 for 2004/5, but this may be reduced in the light of actual needs. The projected number will drop even lower in later years as we experience the improved yield from new developments.

Action points:

1. Lease 80 new dwellings in 2004/5

2. Review leasing targets in the light of performance

5. Key Worker Housing

Employment is a critical issue on the Island and the provision of housing geared towards filling jobs and enabling local people find to work is becoming increasingly important. Concerns about recruitment is not necessarily shared by all Island employers, but is of major concern amongst organisations in the public sector.

Although the house price/earnings ratio is not as skewed as in some parts of the South East, there are three major key worker issues for the Island:

1. Attracting people to key public sector jobs – this has been a particular problem in terms of Social Workers, Occupational Therapists, Home Carers and hospitalmedical staff. The separation from the mainland is seen by some as a negative factor. Now that house prices are rapidly rising, some services on the Island are facing acute shortages.

2. There has for a number of years been a regular out-migration of younger people from the Island. This is partly is search of higher education and/or employment opportunities which may not be available locally, but also more latterly because of the problems in accessing housing. Although marginally more expensive, urban areas such as Southampton and Portsmouth have far larger private rented sectors. It is a commitment through the AIF to promote additional employment opportunities on the Island and new jobs need to be underpinned by access to affordable housing.

3. The third issue relates to the broader interpretation of what should constitute a key worker. On the Island, jobs are at a premium and the local economy is very fragile, based largely on tourism. The provision of affordable housing is generally beneficial for those on low incomes and in receipt of benefit to be able to access employment and escape benefits dependency.

This situation is illustrated by the data for house purchase in the 2003 Housing Needs Update: “for the whole of the Isle of Wight, incomes needed to access the Housing Market have increased significantly since 2001. The income needed to access terraced properties has increased to £35,370 (45.8%), and access to flats / maisonettes requires an income of £29,500 compared to £19,820 in 2001, an increase of 48.8%”.

Annual Income 2001	Annual Income 2003	%
Below £5,000	Below £5,100	10.1
£5,000 - £10,000	£5,101 - £10,200	21.0
£10,001 - £15,000	£10,201 - £15,300	20.1
£15,001 - £20,000	£15,301 - £20,400	15.1
£20,000 - £25,000	£20,401 - £25,500	10.5
£25,001 - £30,000	£25,501 - £30,600	7.5
£30,001 - £35,000	£30,601 - £35,700	5.1
£35,001 - £40,000	£35,701 - £40,800	3.1
£40,001 - £50,000	£40,801 - £51,000	3.5
Above £50,000	Above £51,000	4.0
Total		100

The income levels for existing households places only 15% in a position where they are able to purchase.

Therefore although house prices remain marginally lower on the Island than in the South East Region as a whole. The significantly lower wages continues to make migration an attractive option. This phenomenon will worsen as house prices stabilise or even drop across the region while they continue to rise on the Island.

The opportunities for attracting skilled workers to the Island are also limited by the apparent preference for developers to produce larger, more expensive property aimed at the second homes market or those who are relatively well-off seeking to retire here. The result for, should this situation continue, will be extremely serious. The population is already skewed towards older and infirm households, placing extreme pressures on the public sector agencies delivering care. One of the results of this position is the extreme shortage of home carers on the Island, which threatens the commitment to support older people in their own homes where possible.

Low cost, affordable housing is therefore key to the Island’s economy and community welfare. A number of key services are in danger of facing acute staff shortages over the coming year. Those in work are likely to be able to afford higher housing costs. We will therefore look to promote intermediate renting/ownership options, which seek to reduce the cost below market rates rather than deliver at full subsidy levels. We will aim to deliver 20 units of housing, in a combination of rented and shared ownership dwellings a year over the next five years.

However, we are also aware that some lower paid key workers may not be able to afford even subsidised ownership. This is particularly true of Home Carers, who will often fall below the economic threshold for even a half purchase/half rent option. We will therefore aim to provide up to five units per annum for key worker housing for rent.

Action points:

1. Increase the options for intermediate renting and ownership

2. Deliver 20 units per annum for key workers

4.756 Energy efficiency and sustainability

Sustainability is a key issue for the Council. Being an Island, it is imperative that we make the most effective use of our resources to preserve our environment and to benefit our residents. As such, we are conscious of the responsibilities for addressing Energy Efficiency and Fuel Poverty conveyed by the Home Energy Conservation Act 1995.

We are working to ensure that we meet our objectives to reduce domestic energy consumption by 30% by 2010 and to actively take steps to reduce fuel poverty on the Island.

Details of the domestic energy saved under the Act, together with the level of fuel poverty and average SAP values of properties on the Island can be found in the accompanying Part 2 document, in Annexe 5. However, the headline indicators for fuel poverty project that 7% of Island residents struggle to afford to heat their homes. We will work to redress this.

We consider the promotion of Home Energy Conservation to be vital across all housing tenures to ensure a ‘Decent Home’ for all. We will continue to work with other statutory bodies and the local community to ensure that we deliver our objectives to increase the health and well being of Island residents. This is reflected in our Housing Renewal Strategy.

We will continue to be an active member of the Southern HECA Network (SHECANE) and will work in partnership with the Local Authorities in Hampshire to deliver schemes that are built on best practise and assist us with the delivery of our objectives.

We will also continue to support the work of the Southampton Energy Efficiency Advice Centre and other Local Agenda 21 initiatives in delivering impartial advice to households on energy efficiency and support the work of government statutory agencies such as the Energy Savings Trust, Eaga and the commitments of energy providers under the EEC programme.

Action points:

1. Reduce fuel poverty to 5% across the Island over the next five years

2. Reduce home energy consumption by 1.6 % per annum for the next five years

1.

Section 5 -

·13 13 Key Delivery Targets

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PART 2 - Specific Grants and Assistance

1.1 The Council will operate grants and assistance that allow flexibility and innovation whilst maintaining support for groups outlined in PART 1.

Assistance will be provided by the operation of three broad principles:

Normal Assistance

Disabled Facilities Grants

1.2 The legislation governing Disabled Facilities Grants is set out in the provisions of the Housing Grants, Construction and Regeneration Act 1996 and is mandatory.

1.3 A Disabled Facilities Grant is available for a range of works needed to help a disabled person to remain living independently in their home. It is available for essential adaptations to give the disabled resident better freedom of movement into and around the home and to access essential facilities within it.

1.4 The Council has to carry out a mandatory test of financial resources as set out in the 1996 Act and there is a mandatory grant limit of £25,000.

1.5 The Council, given the limited resources set out in this strategy document, has decided to not normally provide Discretionary Disabled Facilities Grants. This will ensure as much equity between this grant scheme and other forms of assistance given current resources.

1.6 After a Disabled Facilities Grant is given there is no requirement to repay the grant if the house is soldor a disabled person ceases to live there. 1.7 To enquire about a Disabled Facilities Grant you should contact: Occupational Therapy via the Social

Minor Repairs Grant

2.1 These small grants are provided to assist a person with the return to home from hospital and/or to prevent a property from affecting the health and safety of the occupant. to remain living in their home in greater comfort. Funding under this heading will also be given to provide effective repair, and not normally upgrade, , to protect the fabric and internal services to the property but not normally do upgrade the property..

2.2 The maximum grant given under this heading will be £2,000. The aim of this grant is to provide emergency repair to assist homeowners to remain in their homes and maintain independence.

2.3 This grant may be delivered by the Council or through an independent “Care and Repair” service run by Island Volunteers or some other partnership agreed by the Council.

2.4 Other work will not normally be covered by grant assistance unless consider as a legitimate exception to normal strategy.

2.5 The following people will be eligible for this grant:

·people who have owned and lived in their property for 5 years will be considered for this assistance,

·the owner or one of the owners is at least 60 years old,

·the owner who is over 60 receives Income Support, Council Tax Benefit, Working Families Tax Benefit or Disability Working Allowance

·People under the age of 60 will not normally be covered by this assistance. Our as our latest House ing Condition Survey informs us that 35% of all households on the Island are occupied by an elderly household. Resources are limited and therefore we have established this group as our priority. on the Island and our resources are such that priorities have been established in accordance with our House Condition Survey 2002.

·Private Rented and Housing Association properties will not normally be covered by this assistance due to the factors outlined in 5.10.

2.6 As with all types of grant, demand will exceed available funding. This grant is not to help people carry out improvements or renovate a house which is in very poor condition. This grant will be provided to homeowners on a first come first served basis subject to the applicant providing evidence that they have sought independent advice and are unable to release funding from elsewhere. Occupiers who are “bed blocking” will not be subject to the test of equity.

2.7 This grant is a 100% grant and there are no conditions attached. There is no requirement to repay and of the grant if the property is sold or if the owner moves out.

2.8 As funding is limited and there are is nno restrictions to the number of grants provided to the same person the total amount of grant aid given by the Council shall not exceed £2,000 within a five year period.

2.9 Any item of unfitness will be eligible for assistance. An officer will make a judgement on which items will be covered by this assistance given the resources available and the likelihood of the item to cause a risk to the occupant.

Empty Property Grants

3.1 A grant may be offered where a property has remained empty for a period of longer than one year, and is in disrepair, particularly where they are attracting vandalism, crime and rubbish dumping. Priority will be given to properties is designated Home Improvement Zones.

3.2 The amount of assistance will vary on a case-by-case basis but priority will be given to those properties where the owner is able to make a contribution of at least 50%. The maximum assistance available under this heading will be £5000.

3.3 We will proactively target empty properties that we want to see brought back into use. We will work with the owner to identify solutions for bringing the property back into use. Where necessary we may take formal action to secure the re-use of a property.

3.4 Empty Properties may be brought back into use for sale. Any assistance given for this purpose will be recovered in full with the local authority making an additional charge for this facility.

3.5 Grant conditions remain in force for a period of five years from the certified date of completion of grant work. Additional conditions may be applied in individual cases. The grant must be repaid in full, together with compound interest, if the property is sold or otherwise disposed of, or if it is left empty.

3.6 An Empty Property Grant may be offered unless the property, or the owner of the property, has been subject to Enforcement action or deferred action by the Council within a period of three years prior to the application.

Exceptional Cases – Individuals in most need

4.1 There may be some exceptional cases, where individual circumstances are such that some assistance is justified, outside the scope of the normal strategy.

4.2 An exception may be considered for an owner-occupier who has both owned and lived in the property for 5 years and where:

·A significant part of the house is affected by major structural instability and could collapse

4.3 Each case will be considered on its own merits. However there are some general principles that will be applied:

·The Isle of Wight Council expects landlords to meet their legal duty to keep their property in a good state of repair and comply with all relevant standards and will take such action to ensure such,

·If you buy a property with existing defects you should not expect assistance from the Council to put this right,

·General disrepair is not normally considered an exceptional case, routine maintenance work even less so.

·The Isle of Wight Council will not pay for work covered by an effective buildings insurance policy.

·If the owner has significant equity in the property, they will generally be expected to make use of it instead of receiving grant aid.

4.4 Grant conditions remain in force for a period of five years from the certified date of completion of grant work. Additional conditions may be applied in individual cases. The grant must be repaid in full, together with compound interest, if the property is sold or otherwise disposed of, or if it is left empty.

Housing Improvement Zones

5.1 The Isle of Wight Council will adopt a new framework for dealing with the areas of highest renewal need as indicated by the House Condition Survey 2002. Each Housing Improvement Zone may be treated differently, sine the problems and available resources will differ. The assistance available in each area will be developed by the Housing Renewal Team.

5.2 The Isle of Wight Council will set up three Housing Improvement Zones over the lifetime of this strategy as set out in Annexe C.

5.3 The aim of Housing Improvement Zones will be to drive up standards in a targeted an effective manner and will include partnership working with statutory and non-statutory bodies.

5.4 Housing Improvement Zones will be improved by the use of:

·Targeted Enforcement Action against landlords/owners who are not maintaining their properties in accordance with out Housing Enforcement Policy. This will help to address the problem of tenants being to frightened to complain,

·Empty Property Grants to improve the availability of property in the area,

·Assistance to Housing Association tenants to move into smaller dwellings, freeing up family accommodation,

·Provision of additional units of accommodation by conversion or adaptation,

·The provision of discounted materials/services to the local community

·Minor Repairs Grants where the owners can make a significant contribution,

·Handyperson services to aid and assist urgent minor repairs

Empty Property Grants

·5.5 Empty Property Grants in Housing Improvement Zones will be treated in the same way as set out in 3.1 onwards with the exception that owners will asked to contribute be expected to pay an additional £500 to each of the adjoining premises neighbours to secure improvements to their properties.

5.6 Grant conditions remain in force for a period of five years. from the certified date of completion of grant work . Additional conditions may be applied in individual cases. The grant must be repaid in full if the owner breaches any grant conditions , together with compound interest, if the property is sold or otherwise disposed of, or if it is left empty. All other provisions set out under 3.1- 3.6 will apply.

Assistance to Housing Association Tenants

5.7 The Council will assist with the reallocation of housing resources in the Housing Improvement Zone by assisting the occupant to move to smaller property to increase the supply of affordable housing on the Island or to provide a deposit for the occupant to purchase a property in the open market to increase the supply of affordable housing.

5.8 Maximum assistance given under this heading will be £5000 per Housing Association Tenancy and there will be no grant conditions.

Provision of additional units of accommodation

5.9 The Council will encourage and consider applications for provision of additional units of accommodation in the following ways:

·Provision of one or more dwellings by conversion of a home or other building.

·To improve Houses in Multiple Occupation for existing or additional kitchen and bathroom facilities and fire precaution/escape works and/or enlargement where housing demand requires.

5.10 Grant conditions remain in force for a period of five years from the certified date of completion of grant work. Additional conditions may be applied in individual cases. The grant must be repaid in full, together with compound interest, if the property is sold or otherwise disposed of, or if it is left empty.

5.11 Maximum assistance given under this heading will be £5000 per Landlord with a limit of one approval per landlord.

The provision of discounted materials/services to the local community

5.12 The Council will work with partner agencies to provide discounted materials in Housing Improvement Zones.

5.13 This service will either be provided by the Council or by a partner agency.

5.14 Materials and services will be provided to assist with specific items of disrepair as highlighted in our House Condition Survey 2002.

Minor Repairs Grants where the owners can make a significant contribution,

5.15 The aim of this grant is to improve the fabric of the Housing Improvement Zone and assist with specific items of disrepair as highlighted in our House Condition Survey 2002.

5.16 The maximum grant awarded under this heading will be £2000 and there will be no means test. However private owners and landlords will be expected to pay a contribution of 50% of the cost of the works.

5.17 The property will have to be owned and occupied for a period of five years prior to an application being made or in the case of a landlord owned for a period of five years.

5.18 Grant conditions remain in force for a period of five years from the certified date of completion of grant work. Additional conditions may be applied in individual cases. The grant must be repaid in full, together with compound interest, if the property is sold or otherwise disposed of, or if it is left empty.

5.19 The grant will be awarded subject to the same test of equity as set out in section 2 but will be available to all homeowners on means tested benefits.

Handyperson services to aid and assist urgent minor repairs

5.20 The Council will aim to provide a handyperson service for owner-occupiers who need urgent works by providing this service itself or through a partner agency.

5.21 Handyperson services will provided minor repairs costing less than £250 per property and there will be a requirement that property will have to be owned and occupied for a period of five years prior to an application being made.

5.22 Only one application will be allowable per occupant in a two year period. There will be no grant conditions attached to a Handyperson scheme.

General Conditions in a Housing Improvement Zone

5.23 Each applicant offered a grant by the Council may be expected to advertise this fact by placing a board on their property.

5.24 Any partner agency providing services funded by the Council will advertise the fact on any vehicles used

5.25 Funding in Home Improvement Zones is limited and applications will be dealt with on a first come first served basis. As a Home Improvement Zone has a fixed time period the Council will have not normally have a duty to assists those applicants who apply after resources have been spent during the operation of a Home Improvement Zone.

5.26 The owner must pay their agreed financial contribution on demand, together with any interest, legal costs, or administration incurred with the application.

Other Forms of Assistance

6. Loans

6.1 The Council intends to work in partnership with lenders identified as providing low cost loans to help with home repairs.

6.2 The Council will investigate providing this facility itself or through funding a partner to provide the service on behalf of the Council. This may include offering preferential rates through existing services such as the Isle of Wight Credit Union or a bank/building society.

6.3 The current scope for offering loans as an alternative or as a ‘top up’ to grant aid is at present restricted by the lack of development nationally on loan schemes, suitable for vulnerable homeowners. The Council will investigate the potential to offer loans especially in the following areas:

·To top up any additional works required over the Mandatory Disabled Facilities Grant maximum,

·To top up any Minor Repair Grants where the cost of the works exceed the maximum allowable,

·To provide loan assistance for those who have equity in their property and do not wish to release it,

6.4 The Council will continue to fund the Isle of Wight Credit Union to provide Energy Efficiency Loans under the existing Wight Energy Loan Link scheme and will work with the Credit Union to see if this loan facility can be extended to other works.

6.5 When details have been sufficiently developed we intend to publish a report on the issue of loans which will be considered by Members of the Council. Any future changes will be reflected in revisions of this Strategy.

6.6 The Council will produce an information booklet giving customers clear advice on where to go to obtain finance for home improvements.

Energy Efficiency And Fuel Poverty

The Council is committed to meeting the Government’s target of delivering a 30% improvement in home energy efficiency under the Home Energy Conservation Act 1995.

7.2More importantly the Council is committed to reducing fuel poverty across all sectors of housing. Fuel poverty results in householders being unable to keep their homes warm and as such 7.4% of households on the Island have been identified in this category.

7.2The Council will continue to be an active member of the Southern Home Energy Conservation Act Network (SHECANe) and will continue to work in partnership with local authorities in Hampshire to meet the set targets.

7.2The Council will also continue to work with the Solent Energy Efficiency Advice Centre and will develop and encourage schemes that bring discounted materials and services to the Island.

7.2The Council will continue to promote the Government’s Warm Front scheme and will use the concept of Home Improvement Zones to increase the uptake of this grant in an effective manner.

7.2The Council will also ensure that energy efficiency measures will be incorporated wherever possible in all schemes where grants or other assistance is being offered.

7Home Maintenance Advice

8.1The Council will develop a home information booklet to assist homeowners to undertake minor works themselves.

8.1The Council recognises that timely home maintenance by homeowners plays a vital role in reducing the future burden of repair across the Island.

8Accredited Builders

8.1Whilst the Council recognises and supports the free economy in the delivery of services it also recognises that many vulnerable homeowners do not feel able to approach builders without the support of another body giving an accreditation.

8.1The Council will work with all partner agencies to delver services through competent contractors who are regularly monitored on the standard of their work.

8.1The Council will also investigate the possibility of setting up an accreditation scheme for those contractors who wish to engage with the Housing Renewal Team for the delivery of their services.

8.1The Council will work to identify key partners who are able to provide Home Maintenance Services to customers directly without funding from the Council. Where a scheme is identified this will be offered to customers as a service that they can access.

8.1The Council will also seek to work with the same key partners to ensure that maximum use is made of resources be the introduction of a schedule of rates for Disabled Facilities Grants and for Enforcement work carried out at the request of the Council.

8.1

Part 3 – Consultation and Accountability

Consultation

In addition to the independent consultation exercise set out in Annexe A the Council undertook its own exercise between September 2002 and April 2003 in order to establish main themes for inclusion in this Strategy.

The consultation included views from the following groups:

Applicants for grant assistance,

Applicants awaiting grant assistance,

Applicants who had work completed under a grant,

Members of the Isle of Wight Private Landlords Forum,

Estate Agents and Letting Agents,

Voluntary Groups,

Service User Representatives through our Homelessness Strategy Review,

Elected Members,

The MP for the Isle of Wight.

Key conclusions from this exercise were:

We should continue with our services to people with disabilities,

We should assist where possible with services to older people,

We should assist where possible with people being discharged from Hospital,

We should deal with properties that have missing amenities and,

We should concentrate on the worst properties

1.4 We also invited comment on the additional assistance that the Council could offer householders. Key outcomes were that we should:

Provide information to residents on how to get finance for Home Improvements,

Provide a Home Maintenance guide and,

Provide an accredited builder scheme

Service User Review

In order to ensure that services are appropriate to Islanders needs the Council will ensure that service users are directly involved in the review and monitoring of this Strategy.

The Principal Housing Officer will establish a group of service users and monitor the Strategy and policies on a six monthly basis.

3. Policy and Operational Matters

The Housing Renewal Strategy will come into force from 18 July 2003. The Principal Housing Officer will be responsible for deciding operational policies and procedures.

This Strategy, together with detailed policy on eligible items, grant conditions, duties to customers on current waiting lists and application forms shall be published before 18 July 2003.

Where a new form of assistance is developed, such as Home Maintenance services, the Principal Housing Officer shall report these to the appropriate committee for approval prior to implementation and operation.

Strategy Review

This Housing Renewal Strategy will cover the next five years.

We intend to review this strategy two years after it becomes operational and it will be revised accordingly amend where appropriate. We will publish any significant revision to this strategy and ensure that this is these are notified to the public.

Any Substantive changes to funding levels or changes to legislation may mean that we have to require earlier or more frequent strategy reviews.

5. this strategy earlier,. however there is scope within this Strategy to ensure continued continuity of service provision.

If there are major then we may have to revise this document at an earlier date.Grants Review Panel

To maintain impartiality between the making of grant decisions and strategic decisions the Head of Housing, Senior Principal Housing Officer and determining Officer shall will not normally be involved in this process. To ensure that the distribution of grant assistance is fair and consistent, a Grants Review Panel will be constituted.

The aim of a Grants Review Panel is to provide a formalised system mechanism for considering unusual cases which fall outside of the usual application criteria. It will enable such cases to be discussed and prioritised on their individual merits of each case, whilst still promoting retaining consistency of decision making.

Appeals about how the Strategy is operated in individual cases where there are no extenuating circumstances e.g. where an enquiry for application is refused, will be considered by the Senior Principal Housing Officer. Appeals will not be considered by the grants review panel.

In some cases, the panel will determine a course of action. In others, generally where the situation is exceptional or sets a precedent, a report will be presented to the Head of Housing.

The panel will normally consist of five of duly trained individuals working in Social Services, Housing, Supporting People, Legal Services and an Elected Member.

Not all members have to be present but to maintain consistency of decision three out of the five members will have to be present with the legal representative there at all times. The quorum for a Panel meeting will be three members, one of which must be from Legal Services.

User Complaints

If anyone is Service users unhappy with the service provided we would should initially first of all ask that they let the person know contact the officer who has been dealing with their case. and give them the opportunity to improve matters or explain why things have happened as they have.

If after contact with the officer dealing with the case a customer is still dissatisfied and wishes to explore take the matter further they should contact the Senior Principal Housing Officer who will provide a full written response within 10 working days of becoming aware of the matter any formal notification.

In the event of all enquiries not being complete to enable a full response not being available within 10 working days an interim response will be made sent indicating that a full answer will be made provided within 28 days of receiving all relevant facts in the Housing Office.

In the event that a customer is still dissatisfied at this stage the Council has a formal complaints procedure. Further details are contained in the can be accessed by asking for our leaflet: “How to Complain” – available in reception, by writing to us, by calling us on 01983 823040 or by emailing us at [email protected]

anybody is Service users unhappy with the service provided and does not who feel that they have not received a satisfactory response from the person that they have complained to they have the right to seek independent arbitration from the Complaints and User Rights Manager, Social Services and Housing, Social 46 Sea Street, Newport, Isle of Wight or by telephoning 01983 533289.

Appeals

Appeals about how the strategy is operated in individual cases e.g. where an enquiry for application is refused, will be considered by the Principal Housing Officer.

Appeals must be set out in writing and sent to the Principal Housing Officer, Housing Renewal, 7 High Street, Newport, Isle of Wight, PO30 1SS. The appeal submission must include the specific grounds on which the appeal is based. Appeals will only be considered on the following grounds:

That the Strategy has not been correctly applied,

That the case is an exception and should be considered outside the remit of the strategy

Appeals will not be considered on the grounds that the appellant disagrees with the strategy.

A written response to an appeal will be given in line with published service standards.

Part 4 – Administration and Performance Standards

1. Access

1..1 Those who are able to qualify for grant assistance will be given every opportunity to access the process through full dissemination of information at Council points of contact and those of partner organisations. Information will be made available at all Social Service Centres and via all partner agencies.

1.2 A summary of grant Strategy will be provided at such outlets and electronically on the Council’s website. The Council will aim to provide a service where customers will be able to register an initial enquiry on line.

1.3 The Council will make the strategy available to all service users regardless of circumstance. To request a copy of this strategy please contact the Housing Renewal Team, 7 High Street, Newport, Isle of Wight, PO30 1SS or by telephoning 01983 823058 or by emailing us at [email protected]

1.4 This Strategy can be found on the council’s website at xxxxxxxxxxxxxxxxxxxxxxxxxx

2. Application Process

2.1 All enquiries for assistance, however received, will be logged by the Housing Renewal Team. This will assist the Housing Renewal Team with performance monitoring and research for use in future revisions of this Strategy.

2.2 An information pack will be sent to the enquirer giving information on the Policy, Financial Assistance available and any action that may happen as a result of a visit by an officer. If in the event of an enquiry financial assistance is not available and the property is classed as unfit for human habitation then the Council shall consider the procedures set out in its Housing Enforcement Policy.

2.3 If the enquirer still wishes to apply for assistance they should respond on a form given by the department.

2.4 Officers will undertake initial fact finding exercises to ensure that the application falls within the remit of this strategy. This may be in the form of a telephone call or visit to the applicants address.

2.5 If the provisions of this strategy still apply then the applicant shall be invited to make a formal application for assistance. Applications for any other grant shall be on a form drawn up by the Council for that purpose.

Grant Conditions

3.1 Grant conditions will apply from when the assistance is approved. This means that should the Council decide that the grant is not completed it may recover any interim payments made or other associated administration costs.

3.2 All conditions will be registered as a local land charge. This charge will not be removed until either the conditions expire or the grant is repaid, together with any interest or additional administration charges that may apply.

3.3 A local land charge is binding on any person who is the owner of the premises concerned. When a grant condition is broken, the Council has legal powers to enforce the local land charge and secure payment of any amount due.

3.4 Full details of grant conditions will be published as part of an information pack to enquirers and will be available through all normal channels.

4. Supervision of Grant Work

It is not normal nor practical for the Council to act as an agent for the applicant or to undertake any services such as obtaining quotes, completing application forms or liaison with builders to supervise works in progress.

It shall be the responsibility of the applicant to complete forms, obtain quotes and deal with the contractor to supervise works. The applicant may be required to provide more than one quote when it is considered that the quote provided does not represent good value for money.

The Council is not a supervisor of works and will not act as so. It will, however, be responsible for ensuring that the works for which assistance is provided are completed to the satisfaction of the Council.

The Housing Renewal Team will not act in any way as an arbitrator between the contractor and the recipient of assistance.

The Council will endeavour to visit the property on completion of works.

The Council used to visit when a request for a stage payment was made. This gave the impression to the applicant that the contractor was employed by the Council and was duty bound to get involved in disputes between the contractor and the applicant. The Council may decide not to visit the property whilst works are under way to ensure that resources are more effectively used within the department.

The Council will make clear that in the event of any additional assistance being provided a charge will be made to the occupant.

5. Fees and Charges

54.1 The Council intends to make the fees and charges associated with providing assistance as low as possible, whilst maintaining best value for the customer and where possible funding additional services.

54.2 Full details of the Fees and Charges associated with providing assistance will be published as part of an information pack to enquirers and will be available through all normal channels.

619. Application Process

19.1All enquiries for assistance, however received, will be logged within the Housing Renewal Team with the name and address of the enquirer as well as the nature of the enquiry. This will assist the Housing Renewal Team with building a database of areas of unfitness and disrepair for use in future revisions of this strategy.

19.2 An information pack will be sent to the enquirer giving information on the Strategy, Financial Assistance available and any action that could happen as a result of a visit by the officer of the department. If in the event of an enquiry financial assistance is not available and the property is classed as unfit for human habitation then the Council shall apply the procedure as set out in its Housing Enforcement Strategy.

19.3 If the enquirer still wishes to apply for assistance they should respond on a form given, to the Housing Renewal Team based at 7 High Street, Newport, Isle of Wight, PO30 1SS.

19.4 On receipt of a formal enquiry the Housing Renewal Team will undertake an initial fact finding exercise to ensure that the application falls within the remit of this strategy. This may be in the form of a telephone call or visit to the applicants address.

19.5 If the provisions of this strategy still apply then the applicant shall be invited to make a formal application for assistance. Applications for Disabled Facilities Grants shall be on the form prescribed for that person. Applications for any other grant shall be on a form drawn up by the Council for that purpose.

19.6 On completion of the assistance the information will be logged by the Council to ensure that conditions set down in this Strategy and Annexes are adhered to and to ensure that correct monitoring of unfitness levels can be determined.

20. Access

20.1 Those who are able to qualify for grant assistance will be given every opportunity to access the process through full dissemination of information at Council points of contact and those of partner organisations. Information will be made available at all Social Service Centres and via all partner agencies.

20.2 A summary of grant Strategy will be provided at such outlets and electronically on the Council’s website. The Council will aim to provide a service where customers will be able to register an initial enquiry on line.

20.3 A copy of the Council’s Housing Renewal Strategy will be offered to all potentially interested organisations, e.g. Help the Aged and Age Concern etc.

20.4 Initial access to the process can therefore be via existing points of contact within the Council, its partner organisations or other interested parties or by written or electronic enquiry.

20.5 The Council will make the strategy available to all service users regardless of circumstance. To request a copy of this strategy please contact the Housing Renewal Team, 7 High Street, Newport, Isle of Wight, PO30 1SS or by telephoning 01983 823058 or by emailing us at [email protected]

5. Key Service Standards

65.1 Applications for Disabled Facilities Grants will be assessed in accordance with the provisions set down in the Housing Grants, Construction and Regeneration Act 1996.

65.2 A fact-finding visit will be undertaken by an officer within 8 weeks of receipt of formal enquiry.

65.3 All applications for other forms of assistance will follow the general conditions set down in the Housing Grants, Construction and Regeneration Act 1996 that is approvals will be made within 6 months of the department receiving all of the relevant information it considers appropriate to make the determination.

65.4 In the case of a nil approval the applicant will be invited to make a fresh application should finance be available.

65.5 We will ensure that this Strategy is fair by monitoring clients and including any findings in a key review of this Strategy, undertaken in partnership with service users.

6.65.7 We welcome and value comments on how we run the service. If someone wishes to make a comment, complaint or suggestion they will be assisted to do so.

6.75.8 All other service standards will be published with the detailed policy and operational procedures.

Implementation Plan

We are aware that to resolve all of the housing need that exists on the Island would far exceed the resources currently available to us. There is often, in reality, a gulf between need and the aspirations held by individual households as to the nature and extent of the services they wish to receive. We are committed, where possible, to deliver a programme which reflects user preference and is sensitive to issues of equality and diversity.

We are clear that the adoption of a Housing Strategy that was not deliverable would be of no benefit to the Island Community. This section sets out clearly our plans for addressing housings need, the resources needed and any likely funding gaps. A detailed Action Schedule contained in Appendix 3 further supplements this.

The proposed action programmes are the result of a detailed audit of existing services, an analysis of existing and projected need based on current data, and widespread consultation with service users and stakeholders. The detail of these measures is contained in the Homelessness, Housing Renewal, and Supported Housing Strategies referred to earlier in this document.

5.1 Implementation Costs

A number of the measures proposed in this Strategy will require future resourcing. Some can be estimated with a reasonable level of accuracy, while others will be better understood following further research and structured analysis. To ensure that we are working to accurate and robust costings we will supplement three-five year projections with annual budget and action plan reviews.

It is important to recognise that the resource projections in this plan are based, to some extent, on assumptions about future funding based on past trends. However, in terms of capital funding, the future is lass than certain, post-2006 as a result of the new Regional Housing Strategy bedding down.

Some of the projected outcomes are also dependent on the result of the internal process of Service Planning within the Council. This is an annual cycle of corporate resource prioritisation that is undertaken within the context of the Council’s overall financial situation.

Each of the proposed services/course of action in the implementation plan has been arrived at following a process of risk assessment and option appraisal. This has been based on 4 key elements:

· the nature of the targets/objectives to be met (i.e. time constraints, statutory/non statutory, capital or revenue implications)

· possible alternative approaches ( with regard to short and medium term costs, quality of output, delivery of other corporate objectives and any negative impact on the Island community, economy and/or infrastructure)

· risk assessment ( the implications of non-delivery, quality control, accountability)

· consumer preference – where stated.

The resource implications of our proposed actions are set out below as they relate to our key strategic priorities. Actions excluded from the following tables have either no direct resource implication, or are catered for within existing budgets.
5.2 Key Delivery Targets

Priority 1a. Ending the use of Bed and Breakfast for families with children by April 2004

This target is one of our primary objectives. It is a non-negotiable requirement of the ODPM and one that we fully support in terms of reflecting the best interest of Islanders. There is a considerable degree of overlap between this priority and Priority 3 relating to prevention. This reflects the recognition that we can only end the use of bed and breakfast if we effectively reduce the levels of homelessness acceptances.

As a result of theFollowing a service audit undertaken to scope the feasibility of this objective, we have identified short-, medium- and long-term targets necessary to achieve the outcome.

· Procuring 80 + additional leased properties each year from private landlords

· Developing new approaches to preventing the number of homelessness applications through better investigation, earlier advice and extending available options

· Improving prevention through development of a mediation service on the Island

· Using rent deposits as a prevention tool

· Working closely with Housing Benefits to ensure maximum take-up and to ensure optimal use as a means of getting people into rented housing

A number of these have resource implications, which are detailed in the table below. However, the overall projection is that reducing costs as a result of moving away from the widespread use of bed and breakfast will generate sufficient savings to cover these additional costs.

Description	Financial Implications
	2004/5 £000	2005/6 £000	2006/7 £000
Expenditure
Procuring Leases
Staffing:
Additional advisers
Visiting Officers
Housing Needs Manager
Mediation service
Rent Deposits
Housing Benefits	0	0	0
Income
Procuring Leases
Staffing:
Additional advisers
Visiting Officers
Housing Needs Manager
Mediation service
Rent Deposits
Housing Benefits	0	0	0
Funding Gap

Description	Financial Implications
	2004/5 £000	2005/6 £000	2006/7 £000
Expenditure
Cost of Bed and Breakfast	326	163	25
Cost of Leased Temporary Accommodation	680	1377	1638
Cost of New leased properties	697	261	0
Total expenditure	1703	1801	1663
Income
Homeless persons contributions	117	117	117
Housing Benefits from B&B	310	155	19
Housing Benefits from leased accommodation	390	806	962
HB from new leased accommodation	416	156	0
Total income	1233	1234	1098
Current Budget	750	750	750
Potential SavingsFunding Gap	+280470	+183567	+185565

In addition to the above costs, there are further areas of homelessness activity whichactivity, which may require further investment subject to additional research and analysis. These include:

· Specific housing needs of women experiencing homelessness, with a focus on domestic violence and health (subject to additional staff resources through the local authority Service Planning cycle)

· Race and diversity needs within the Island community (subject to the outcome of a research bid to the Bed & Breakfast Unit)

· Review of Council-owned temporary accommodation – existing buildings are likely to need additional funding to improve conditions. We will work with local housing associations who manageing the stock to undertake option appraisals whichappraisals, which include the potential demolition and replacement of units. This will be conducted with a view to being self financingself-financing.

Priority 2. Increase the supply of affordable housing for rent and shared ownership

Our recently updated Housing Needs Survey has given us a baseline to which we need to work. We recognise that the 1000+ shortfall in housing units will not be deliverable through traditional house building mechanisms alone. The limitation on land and capital funding are both major constraints. However, the need to increase the number of new affordable housing units is critical to sustaining our homelessness and housing renewal targets.

The targets for new-build which we consider to be deliverable are:

2004/05	2005/06	2006/07	2007/8	2008/9
150 Units	200 Units	200 Units	200 Units	200 Units

Our identified programme for delivering these units is outlined below.

Projected Capital Programme

Expenditure			2004/05		2005/06		2006/07
Source		Units		Units		Units
Funding for disabled adaptations		0	600,000	0	600,000	0	600,000
Housing Renewal Assistance		0	200,000	0	200,000	0	200,000
Fuel Poverty Work (HIZ)		0	25,000	0	25,000	0	25,000
Loans provision		0	100,000	0	100,000	0	100,000
Accredited builders scheme/Handyperson		0	100,000	0	100,000	0	100,000
Downsizing scheme (HIZ)		0	30,000	0	30,000	0	30,000
Housing Improvement Zone		0	45,000	0	45,000	0	45,000
Oakfield plus completions		0	1,381,328	25	0	68	0
completion for greenfields		11	150,000	0	0	0	0
Downsview phase 1 rented		25	0	0	0	0	0
St.Johns Road, phase 1 rented		26	1,379,478	0	0	0	0
St.Johns Road, phase 2 SHO		5	153,601	0	0	0	0
St.Johns Road, phase 3 rented		10	468,160	0	0	0	0
Downsview phase 2 rented		0	2,252,184	36	0	0	0
Downsview phase 2 supported		0	499,584	10	0	0	0
Downsview phase 2 SHO		0	689,826	18	0	0	0
Downsview phase 2 KWK		0	689,201	18	0	0	0
St.Mary’s Hospital		0	0	150	2,500,000	0	0
Riboleau Street rented		0	0	11	630,999	0	0
Railway Yard (Rural)		0	368,949	8	0	0	0
Seacroft SHO		0	334,549	12	0	0	0
Fairview House SHO		0	0	0	331,300	10	0
Homebuy		3	97,500	3	97,500	0	0
Colwell Road section 106		0	0	8	0	0	0
Clark Masts section 106		4	0	0	0	0	0
Marine Court section 106		0	0	5	0	0	0
Wesminster Lane section 106		0	0	5	0	0	0
Frank James SHO section 106		7	0	0	0	0	0
Sherbourne Avenue section 106		14	0	0	0	0	0
Whippingham section 106		30	0	50	0	45	0
Womens Refuge		2	110,000	0	0	0	0
DAT scheme		1	110,000	0	0	0	0
Wet Hostel		0	0	1	110,000	0	0
Future Rural Housing Schemes		0	0	12	660,000	15	825000
Future Key Worker schemes		0	0	5	275,000	5	275,000
Pan Village Phase 1 section 106		0	0	0	0	60	3,300,000
Pan Village Phase 2 section 106		0	0	0	0	0	0
Pan Village Phase 3 section 106		0	0	0	0	0	0
TOTAL EXPENDITURE		138	9,784,360	377	5,704,799	203	5,500,000
Income [£]	Source		2004/5		2005/6		2006/7
Housing Capital	ODPM/GOSE		1,702,000		1,769,000		0
Disabled Facilties Grants	ODPM/GOSE		360,000		360,000		360,000
Disabled Facilties Grants	LA Capital		240,000		240,000		240,000
Housing Capital	LA Capital/Oakfield		1,234,328		0		0
Funding expected through other programmes	Source
Springfield Court, Seaview	Section 106		228,250		0		0
Shepherds Wharf, Cowes	Section 106		350,000		0		0
Pan Village Phase 1	LA Land		0		0		3,300,000
Pan Village Phase 2	LA Land		0		0		0
Pan Village Phase 3	LA Land		0		0		0
Funding achieved/to be acheived through ADP
St.Johns Road, phase 1 rented			1,379,478		0		0
St.Johns Road, phase 2 SHO			153,601		0		0
St.Johns Road, phase 3 rented			468,160		0		0
Downsview phase 2 rented			2,252,184		0		0
Downsview phase 2 supported			499,584		0		0
Downsview phase 2 SHO			689,826		0		0
Downsview phase 2 KWK			689,201		0		0
St.Mary’s Hospital			0		2,500,000		0
Riboleau Street rented			0		630,999		0
Railway Yard (Rural)			368,949		0		0
Seacroft SHO			334,549		0		0
Fairview House SHO			0		331,300		0
Homebuy			97,500		97,500		0
TOTAL INCOME			11,047,610		5,928,799		3,900,000
Housing Target		150		200		200
Funding Gap/Housing provision gap		12	1,263,250	-177	224,000	-3	-1,600,000

Source	Units		2004/05			2005/06		2006/07		2007/8	2008/9
Housing Renewal Strategy	0		600,000			600,000		600,000
Housing Renewal Strategy	0		200,000			140,000		0
Housing Renewal Strategy	0		20,000			100,000		0
Housing Renewal Strategy	0		10,000			20,000		0
Housing Renewal Strategy	0		100,000			100,000		0
Oakfield plus completions			1,381,328			0		0
completion for greenfields			150,000			0		0
The Polars			1,753,527			0		0
St.Johns Road, phase 1			1,424,595			0		0
St.Johns Road, phase 2			162,606			0		0
St.Johns Road, phase 3			548,000			0		0
Downsview, phase 2			1,500,000			0		0
Riboleau Street			600,000			0		0
Railway Yard (Rural)			500,000			0		0
Womens Refuge			110,000			0		0
Pan Village Phase 1	60		0			0		3,500,000		0	0
Pan Village Phase 2	60		0			0		0		3,500,000	0
Pan Village Phase 3	60		0			0		0		0	3,500,000
TOTAL EXPENDITURE			9,060,056			960,000		600,000
Our identified programme for delivering these units is outlined below.					2004/05				2005/06		2006/07
Expenditure Source				Units			Units			Units		Units	2007/8	Units	2008/9
Funding for disabled adaptations					600,000				600,000		600,000
				0			0			0		0	600,000	0	600,000
Housing Renewal Assistance				0	200,000				140,000		140,000		140,000		140,000
							0			0		0		0
Loans provision				0	20,000		0		100,000	0	100,000	0	100,000	0	100,000
Accredited builders scheme/Handyperson					10,000				20,000		20,000		20,000		20,000
				0			0			0		0		0
Housing Improvement Zone				0	100,000		0		100,000	0	0	0	0	0	0
Oakfield plus completions				0	1,381,328		93		0	0	0	0	0	0	0
completion for Greenfields				11	150,000		0		0	0	0	0	0	0	0
St.Johns Road, phase 1				26	1,379,478		0		0	0	0	0	0	0	0
St.Johns Road, phase 2				5	153,601		0		0	0	0	0	0	0	0
St.Johns Road, phase 3				10	645,169		0		0	0	0	0	0	0	0
Downsview, phase 2				0	1,296,000		24		0	0	0	0	0	0	0
Downsview, phase 3				0	0		0		2,808,000	52	0	0	0	0	0
Riboleau Street				11	645,169		0		0	0	0	0	0	0	0
Railway Yard (Rural)				0	500,000		10		0	0	0	0	0	0	0
Womens Refuge				2	110,000		0		0	0	0	0	0	0	0
Pan Village Phase 1				0	0		0		0	60	3,000,000	0	0	0	0
Pan Village Phase 2				0	0		0		0	0	0	60	3,000,000	0	0
Pan Village Phase 3				0	0		0		0	0	0	0	0	60	3,000,000
TOTAL EXPENDITURE				65	7,190,745		277		6,268,000	112	3,860,000	60	3,860,000	60	3,860,000
Income [£]		Source			2004/5				2005/6		2006/7
													2007/8		2008/9
Housing Capital		ODPM/GOSE			1,500,000				1,500,000
Disabled Facilties Grants		ODPM/GOSE			360,000				360,000
Disabled Facilties Grants		LA Capital			240,000				240,000
Housing Capital		LA Capital			1,234,328
Funding expected through other programmes		Source
St.Johns Road, phase 1		ADP			1,379,478				0		0		0		0
St.Johns Road, phase 2		ADP			153,601				0		0		0		0
St.Johns Road, phase 3		ADP			645,169				0		0		0		0
Downsview, phase 2		ADP			1,296,000				0		0		0		0
St.Mary’s Hospital		ADP			0				2,500,000		0		0		0
Downsview, phase 3		ADP			0				2,808,000		0		0		0
Riboleau Street		ADP			645,169				0		0		0		0
Railway Yard (Rural)		ADP			500,000				0		0		0		0
Springfield Court, Seaview		Section 106			228,250				0		0		0		0
Shepherds Wharf, Cowes		Section 106			350,000				0		0		0		0
Pan Village Phase 1		ADP			0				0		3,000,000		0		0
Pan Village Phase 2		ADP			0				0		0		3,000,000		0
Pan Village Phase 3		ADP			0				0		0		0		3,000,000
TOTAL INCOME				150	8,531,995		200		7,408,000	200	3,000,000	200	3,000,000	200	3,000,000
Funding Gap/Housing provision gap				85	1,341,250		+77		1,140,000	88	-860,000	140	-860,000	140	-860,000

Projected Income

Income [£]	Source	2004/5	2005/6	2006/7	2007/8	2008/9
Housing Capital	ODPM/GOSE	1,500,000	1,500,000
Disabled Facilties Grants	ODPM/GOSE	360,000	360,000	360,000	360,000	360,000
Disabled Facilties Grants	LA Capital	240,000	240,000	240,000	240,000	240,000
Housing Capital	LA Capital	1,234,328
Funding expected through other programmes	Source
The Polars	ADP	1,753,527	0	0
St.Johns Road, phase 1	ADP	1,424,595	0	0
St.Johns Road, phase 2	ADP	162,606	0	0
St.Johns Road, phase 3	ADP	548,000	0	0
Downsview, phase 2	ADP	1,500,000	0	0
Springfield Court, Seaview	Section 106	228,250	0	0
Shepherds Wharf, Cowes	Section 106	350,000	0	0
		8,863,306	1,662,000	0

Projected Funding Gap	2004/5	2005/6	2006/7	2007/8	2008/9
	196,750

There have been significant changes in the determination and distribution of capital finance with the changeover to Regional Housing Boards and the removal of LASHG. There is thereforehas increased uncertainty about the levels of capital finance we will receive post-2006. However, we are hopeful of increasing the level of capital grant to the Island in recognition of the underinvestment of recent years, the high levels of demonstrated need and the improving delivery performance.

We also expect to supplement these projections with:

· Closer working with the Planning Services to revise the Supplementary Planning Guidance for affordable housing. This is expected to yield:

2004/05	2005/06	2006/07	2007/8	2008/9
26 Units	27 Units	27 Units	2745 Units	2745 Units

· Examining Local Authority assets and capital resources in delivering housing on the Island. This might yield:

2004/05

2005/06

2006/07

2007/8

2008/9

· The use of Council Tax receipts gained from second homes. This might amount to £1 million, equivalent to 18 additional units.

We recognise that delivery is the key to ensuring maximum future funding through the Regional Housing Board. We have therefore, together been working with our partner housing associations to ensure the early identificationed of sufficientthe availability of suitable sites to enable the delivery of our targets.

However to meet the targets set down in this strategy we have identified a shortfall in capital finance amounting to £12,385,000 over the next three years.

See Annexe X in Part 2

Priority 3 Prevent homelessness occurring by resolving the causes and offering alternatives

To sustain an end to bed and breakfast, it is imperative that we reduce the annual levels of homelessness acceptances. At present, it remains amongst the highest in the SE region. We propose to address this by a number of measures, most of which are detailed in the Homelessness Strategy, but some have been developed since publication. These measures include:

1. The establishment of additional housing advisor posts in the Independent Housing Aid Centre (IHAC) on the basis that they will then become the first point of contact for potentially homeless households. We expect that this will enable potential homelessness to be detected earlier and dealt with through the wider range of advice and support available through the IHAC

2. The establishment of visiting officers to conduct home visits for all homeless applications. The evidence from other local authorities is that this leads to a reduction in the number of homelessness acceptances

3. The establishment of a new Housing Needs Manager with a specific remit to develop homelessness prevention and innovation in meeting housing need

4. The development of an Island Mediation Service – this is in partnership with local housing associations and the Crime and Disorder Partnership (CDRP). We expect this resource to resolve a number of potential homeless situations

5. The continued distribution of rent deposits to potentially homeless households. These have been extremely effective during 2003 and have postponed a number of potential homeless applications at an average cost of £

6. Developing closer working relationships with the Housing Benefits service. This will include working towards the establishment of improved collaboration with private landlords to bring more rented property into use.

Description	Financial Implications
	2004/5 £000	2005/6 £000	2006/7 £000
Expenditure
Additional advisers	50	50	50
Visiting Officers	40	25	15
Housing Needs Manager	40	41	42
Housing Officer	20	20.5	21
Homeless at Home Service	88	0	0
Fund to promote supported lodgings	7.5	0	0
Mediation service	7	7	7
Rent Deposits	50	50	50
Homeless Newsletter	.5	.5	.5
Rough Sleeper Count	1.5	1.5	1.5
Housing Benefits	0	0	0
Total Expenditure	3024.5	1935.5	1857
Income
B&B Unit Funding - Core	27	27	27
B&B Unit Funding Bid for	170.5	0	0
Local Authority Revenue Growth	127	130.5	130.5
Total income	324.5	157.5	157.5
Funding Gap	-224	368	297.5

It is anticipated that any shortfall in this area can be underpinned through savings on the bed and breakfast budget.

3. Prevent homelessness occurring by resolving the causes and offering alternatives

We have worked to improve our understanding of the causes of homelessness and have dawn up an action plan as part of our Homelessness Strategy.

Through the consultation exercises that we have undertaken we have identified key targets that we need to deliver on to build on and enhance the service that we currently provide.

The Council has the opportunity to develop services that will operate on a spend to save basis, but in the short term may have to be funded from additional capital and revenue expenditure, such as:

·Allocating additional rent deposits,

·Officer time on developing other alternatives to prevent homelessness,

·Officer time on undertaking an audit of the information we provide to homelessness customers,

·Developing mediation facilities for relationship breakdown cases,

·Research the needs of women on the Island and Further investigate the nature of, and the needs of the BME community on the Island

This priority area is inextricably linked with ending Bed and Breakfast use and therefore the growth bids for local authority funding will be used to part fund some of these services.

Additional bids have been made to the Homelessness Directorate for the following services:

Providing rent deposits to prevent homelessness by enabling households to access private rented housing. During the first five months of 2003/4 we have already distributed in excess of £20,000 which has had a direct benefit to 29 households. This averages under £700 per household which is far less than placement in bed and breakfast or other temporary accommodation would cost.	20,000
Providing an Island Mediation service – this is a jointly funded service in the process of being established on the Island aimed at resolving family and relationship disputes which may lead to homelessness. This is particularly required due to a substantial increase in the number of presentations from 16/17 year-olds.	7,000

Priority 4

4. Invest in housing on the Island to alleviate unfitness, eliminate fuel poverty and promote Decent Home standards

Following the Regulatory Reform Order 2002 we have produced adoption of a a new Housing Renewal Strategy in June 2003 we have introduced a series of new measures designed to improve and maintain the fabric of the Island’s housingand action plan. These include:

We recognise that funding for this service is linked to the funding for new affordable housing on the Island and therefore will be working to maximise funding that can be gained from external sources to enhance our deliverability.

1. We have recognised that additional work needs to be done to ensure that people are given as much opportunity to remain independently in their own homes and as such have identified that a bid needs to be made for a Home Improvement Agency on the Island.

2. Introduction of a new system of loans to supplement grant assistance - to be delivered both by direct loans and through local financial institutions

3. Increasing staffing to promote and monitor enforcement action

4. Development of an accredited builder scheme

5. Negotiating discounted materials for landlords and home owners

6. Establishment of Home Improvement Zones to target action and focus resources

We will also continue to work to provide low cost loans to enable householders to spread the cost of repairing their homes as well as deliver new services such as discounted materials and accredited builders.

We also will increase our emphasis on ensuring that housing standards are maintained through regular visits and enforcement action where necessary.

We recognise that to deliver these additional services does have resource implications so we have made the following bids for funding:

Description	Financial Implications
	2004/5 £000	2005/6 £000	2006/7 £000
Expenditure
Home Improvement Agency – staffing costs	184	189	194
Funding from SRB to support loans scheme	75	0	0
Increase staffing to deliver Renewal Strategy and statutory Enforcement responsibility	28	28.5	28.5
Accredited builder scheme	0	0	0
Discounted materials scheme	0	0	0
Home Improvement Zones	0	0	0
Total Expenditure	287	217.5	222.5
Income
Funding from SRB to support loans scheme	75	0	0
Handyperson contract	35	35	35
Access and systems capacity grant	9	9	9
ODPM funding bid for	4123	2341	2341
Handyperson fee income	4	4	4
LAocal Authority Revenue Growth bid	128	133.5	139.5
Total Income	292	222.5	228.5
Funding Gap	-5	-5	-6

We anticipate that the level of costs identified in these plans can be funded through existing resources.

Description	Financial Implications
	2004/5 £000	2005/6 £000	2006/7 £000
Increase staffing to deliver Renewal Strategy and statutory Enforcement responsibility	28	28.5	28.5
Home Improvement Agency – staffing costs	100	105	111
Capital funding from SRB	75	0	0

Priority 55. Invest in local communities to develop sustainability, independence and support diversity

· Supporting People Strategy and Action Plan

· Homelessness Strategy and Action Plan

· Option Appraisal

· Delivery

· Funding Gap Analysis

We are clear that in order to properly develop and deliver our strategies, we need to have access to current and appropriate data of the changing needs and aspirations of the Island’s community. We have recognised within the Homelessness and Housing Renewal Strategies that a number of research studies need to be undertaken to get to this position. This is also true for the Supported Housing Strategy.

We will therefore invest in our policy and research capacity to ensure that we are able to properly undertake such activities and to offer additional resources to evaluate and monitor our performance. We are convinced that relatively modest expenditure will be repaid very quickly through improvements in the focussing and increased effectiveness of our service delivery.

We would expect the funding gap indicated below to be covered within existing resources.

Description	Financial Implications
	2004/5 £000	2005/6 £000	2006/7 £000
Increase staffing in Housing Services to ensure production of fit for purpose strategies and deliver a range of strategic objectives	28k	28.5k	28.5k
Part funding for Housing Market Research – additional contributions from Housing Associations & Planning	10k
Description	Financial Implications
	2004/5 £000	2005/6 £000	2006/7 £000
Expenditure
Additional Housing Services post to ensure production of fit for purpose strategies and deliver strategic objectives	28	28.5	28.5
Part funding for Housing Market Research – additional contributions from Housing Associations & Planning	10	0	0
BME mapping exercise	10	0	0
Race and diversity toolkit	0	15	5
Total Expenditure	48	43.5	33.5
Income
Local Authority Revenue Growth	38	28.5	28.5
B&B Unit Funding Bid for	15
Total Income	53	28.5	28.5
Funding Gap	-5	15	5

5.3 Miscellaneous Resource Issues

The items listed below are specific tasks within more generalised budgets held by Housing Services. It is therefore envisaged that these costs can be absorbed within current budgets.

Description	Financial Implications
	2004/5 £000	2005/6 £000	2006/7 £000
Expenditure
Conference expenditure	2	2	2
Consultation	2	2	2
Social Audit	2
Total Expenditure	6	4	4
Income
na
Funding Gap	-6	-4	-4

5.4 Resource Summary

The above resource analysis demonstrates that the proposals contained in this Strategy are both achievable and affordable. The service delivery proposals, which are revenue funded, can be resourced either within existing budgets or through bids for additional resources made to the ODPM or for additional Council resources.

In addition, it is expected that savings made through the course of 2004/5 due to the transfer of households to leased properties out of bed and breakfast accommodation. This will underpin service delivery for future years and enable homelessness prevention to be fully developed and effectively delivered.

There is a greater level of uncertainty with regard to capital funding. This relates to both the need for increased funding to achieve our required targets for new dwellings and the wider uncertainty resulting from the move to a new funding process. As such, our current projections indicate a £12 million pounds shortfall over the coming three years. We would hope to attract a significant proportion of this through funding from the Regional Housing Board in line with delivering regional priorities.

The ability for the Council to make up the shortfall is severely limited due to low capital resources. Housing remains a key priority and this is reflected in the Council’s Capital Strategy and Asset Management Plan. The Head of Housing and Community Support Services is a member of the Capital Bid Group, which prioritises Council-wide spending bids according to available resources.

However, the possibility of additional revenue through increasing the Council Tax to second homeowners is a potential contributory factor. Further to this, the Council are also considering the potential of the new Prudential Borrowing Regime as a potential mechanism for additional funding.

5.5 Quality Assurance

The action plans set out in the above tables will be subject to continuous review by Council officers, elected members and external partners. This will be achieved through a range of meetings and fora which includes:

· the Homelessness Forum (quarterly)

· and the Strategic Housing Partnership, both of which meet (quarterly).

· Social Services and Housing Select Committee (monthly)

· Planning and Housing Liaison Group

· An oOn-going process of user consultation will also periodically seek the views of service users to ensure that standards are being maintained.

Operationally, the controlmonitoring of the delivery process will be managed through monthly performance review meetings. Further dDetailed delivery schedules which more clearly set out the specific actions required, milestones, responsible officers and target delivery dates will be developed in the period immediately after the adoption of the strategy. These will be put in place by the end of September 2003 April 2004. The outline monitoring sheet in contained in Annexe 6#, part 2.

In addition, homelessness performance will also be monitored regularly as part of the basket of quarterly Key Performance Indicators (KPIs) adopted by the Council and as a target through the Public Service Agreement (PSA). regime

We will also continue to monitor the implementation through monthly internal performance monitoring meetings and feedback to the general public through an annual conference.

Appendix 1 Housing and Community Support Services Structure

Appendix 2 Crime and Disorder Partnership Members

Partner Members include:
Isle of Wight Age Concern
Association of Town & Parish Councils
Business Link
Chamber of Commerce
Cowes Business Forum
Domestic Violence Forum
Drug Action Team
East Cowes/Vectis Housing Association
Freshwater Business Association
Government Office for the South East
Hampshire Constabulary
Hampshire Police Authority
Hampton Trust
High Sheriff
Home Office
Housing Advice Centre
Isle of Wight Council
Isle of Wight Housing Association
Isle of Wight Partnership
Medina Housing Association
Neighbourhood Watch Association
Newport Business Association
Newport Community Forum
Portsmouth & Isle of Wight Probation Service
Portsmouth & Isle of Wight Health Authority
Primary Care Trust
Rural Community Council
Ryde Business Association
Ryde Community Forum
St Mary's National Health Service Trust

Sandown Business Association
Shanklin Business Association
South Wight Housing Association
Stonham Housing Association
Ventnor Business Association
Voluntary Cabinet
Women's Refuge
Yarmouth Business Forum
Youth Offending Team
Youth Trust

Appendix 3 Housing Strategy Action Plan

Area of work	Strategic links	Target(s) for area of work	Milestones to meet target(s)	Timescale	Resources	Lead Officer	Monitoring arrangements
Commission BME mapping exercise	Housing Strategy, Homelessness Strategy	BME map & resultant toolkit	Meet with Faith Regen UK	Feb-04	Service Plan resources	MP	Race & Diversity Policy Group
Continue Race and Diversity Training	Equalities and Diversity Policy, Race Equality Scheme	Continue work with Garnett Foundation	Further sessions in April	On-going	Corporate Diversity Budget	MP/RB	Race & Diversity Policy Group
Convene Directorate Race and Diversity Working Group	Equalities and Diversity Policy, Race Equality Scheme	Audit Directorate Race and Diversity policies and practices	Initial meeting in January 2004, 6 weekly thereafter	On-going	Existing staffing	MP	Race & Diversity Policy Group, Directorate SMG
Develop Race and Diversity Tool Kit	Equalities and Diversity Policy, Race Equality Scheme	Develop toolkit following results of BME mapping exercise and Directorate diversity audit	Complete BME map and Diversity Audit	End of 2004	To be identified	MP	Race & Diversity Policy Group, Directorate SMG
Host conferences and consultation events which foster and develop further partnership opportunities	Housing, HomelessnessRenewal and Supported Housing strategies	Hold regular Conferences to inform and consult of strategic documents	March for Homelessness Strategy, April for Renewal Strategy and Supported Housing Strategy, October for Housing Strategy	see left	Existing resources	HMT	HMT & Strategy Steering Groups
Produce half yearly homelessness and renewal newsletters	Homelessness and Renewal Strategies	Produce 2 newsletters each year for both areas	Draft agreed mid-Jan/June, printing and dispatch end Jan/June	January/June 2004	Existing Resources	MS/HF	HMT & Strategy Steering Groups
Twice yearly survey of homeless service users	Homelessness Strategy	Survey Homeless service users	Use previous questionnaire for March & develop other approaches for subsequent surveys	March/ September	Existing Resources	MS/HF	HMT & Strategy Steering Groups
Develop formal mechanisms to obtain feedback through providers and partners	Housing, HomelessnessRenewal and Supported Housing strategies	Identify additional means of consulting with stakeholders and service users across all areas of service delivery	Conduct consultation review and produce consultation strategy	Consultation review by July 2004, Consultation Strategy by Sept 2004	Existing Resources	HMT	HMT & Strategy Steering Groups
Conduct a Social Audit	Housing Strategy	Conduct Social Audit with Housing & Community Support Services stakeholders	Devise questionaire, identify survey group, identify independent means of conducting and analysing results	End of 2004	To be identified	MP/PG	HMT & Strategy Steering Groups
Work with key agencies to ensure consultation about our development strategy	Planning Review and LDF	Hold regular planning and housing liaison group meetings,	Meet with RSL's, support providers, developers, Town and Parish Councils	01-Apr-05	Existing resources	MP/PG	Strategic Housing Partnership, Housing & Planning Liaison Group
Promote balanced communities through new developments	Housing Strategy	Ensure new developments provide mixed tenure and provide for needs of other service users	Every new development to be tested against needs of area and service user requests	01-Apr-05	Exisiting Resources	PG	Strategic Housing Partnership
Research the needs of key workers	Housing Strategy	To ensure the Island has knowledge on demand, and reasons for need for key worker accommodation on the Island	To contact large employers on Island and undertake research	01-Aug-04	Existing resources	PG	Strategic Housing Partnership, Strategy Steering Group
Facilitate the development of 200 new social housing units per annum	Housing Strategy	To ensure enough finance is provided for units to be built	Monitoring of Housing Development programme, RSL performance and Section 106 agreements	01-Apr-05	Existing resources	MP/PG	Strategic Housing Partnership, Strategy Steering Group
Remove families with children from bed and breakfast by April 2004	Homelessness Strategy	To ensure that enough accommodation is available to ensure B&B is not needed	Procure and review temporary accommodation leasing targets	01-Apr-05	Existing resources	MP/MS	HMT & Strategy Steering Groups
Promote homelessness prevention	Homelessness Strategy	Continue to develop new approaches to Homelessness Prevention in line with Homelessness Strategy and good practice elsewhere	Appointment of Housing Needs Manager, Examination of options set out in Homelessness Strategy	2004/5	Existing and Service Plan resources	MS/HF	HMT & Strategy Steering Groups
Implement Homelessness Strategy	Homelessness Strategy	To ensure that Homelessness Action plan is delivered and reviewed	All items in Homelessness Strategy Action plan are delviered	01-Apr-06	Existing and Service Plan resources	MS	HMT & Strategy Steering Groups
Develop Direct Access Hostel	Supporting People Strategy	To ensure that a direct access hostel is developed on the Island and is adequately funded	Meet with Hostel Development Officers and Supporting People Team and Planning Unit	01-Apr-05	To be identified	PG	HMT & Strategy Steering Groups
Conduct Rough Sleepers Count	Housing Strategy	To carry out a rough sleeper count by 1 March 2004	To ensure that all staff taking part in count are adequately trained.	01-Mar-04	Existing resources	PG	HMT & Strategy Steering Groups
Establish a Home Improvement Agency	Housing Renewal Strategy	To ensure that a HIA is set up on the Island to improve services offered to households	Ensure that service is funded adequately by applying for HIA funding, and putting in a bid for LA service improvements	01-Aug-04	Service Plan resources	PG	HMT & Strategy Steering Groups
Extend the use of Assistive Technology	Housing Strategy			On-going	Existing Resources - Systems & Capacity Grant	MP/ DB
Improve data base for adapted property	Housing Renewal Strategy	Set up monitoring arrangements for property adapted through LA or OT assistance	Ensure that Housing Renewal IT system is operational and that staff input data onto screen	01-Oct-04	Existing resources	MP/MS/MC/PG	HMT & Strategy Steering Groups
Integrate OT Service	Housing Strategy	Agree and Adopt Section 31 Agreement	s31 Agreement to be developed	Apr-04	Existing resouces	MP/MC	Island Strategy Group
Integrate ICES	Housing Strategy	Agree and Adopt Section 31 Agreement	s31 Agreement to be developed	Apr-04	Existing resouces	MP/MC/TS	Island Strategy Group
Contribute to the formation of an Availability Group						MP/SL	DAT Board
Ensure all new housing developments comply with proposed Principles for Social Housing	Housing Strategy	Any affordable housing scheme development must be tested against principles	Ensure that all RSL development officers are aware of principles and discuss with developers and planners where appropriate	01-Apr-05	Existing resources	MP/PG	Planning and Housing Liaison Group
Review the UDP in the light of housing market research and issue Supplementary Planning guidance with regard to s106 agreements	Planning Review and LDF	Develop SPG in partnership with planning unit	Meet with RSL's and developers and work with planning unit toresearch development viabilities	01-Apr-04	Existing resources	MP/PG/AA	Planning and Housing Liaison Group
Ensure the optimum production of social housing through Planning	Planning Review and LDF	Develop SPG and new protocols for section 106 agreements	Agree principles with planning, legal, RSL's and test principles with developers	01-Jul-04	Existing resources	MP/PG/AA	Planning and Housing Liaison Group
Develop a co-ordinated approach to the housing development process on the Island	Planning Review and LDF	Develop SPG and new protocols for section 106 agreements	Agree principles with planning, legal, RSL's and test principles with developers	01-Jul-04	Existing resources	MP/PG/AA	Planning and Housing Liaison Group
Implement new Housing Renewal Strategy	Housing Renewal Strategy	Ensure Housing Renewal Action plan is met	As outlined in Housing Renewal Action plan	01-Apr-08	Existing and Service Plan resources	IH	HMT & Strategy Steering Groups
Promote decent homes across the Island	Housing Renewal Strategy	Ensure Housing Renewal Action plan is met	As outlined in Housing Renewal Action plan	01-Apr-05	Existing and Service Plan resources	IH/PG	HMT & Strategy Steering Groups
Enforce Fitness standards	Housing Renewal Strategy	To reduce private rented unfitness by 39 properties per annum	Revise enforcement policy, Visit 70 housing compliants per year and target 5 landlords per year	01-Apr-05	Service Plan resources	IH	HMT & Strategy Steering Groups
Deliver 10 units of rural housing in 2004/5 and 2005/6, 15 units in 2006/7 and 18 units in 2007/8	Housing Strategy	Ensure that capital funding is delived to ensure objectives	Ensure that Rural housing needs assessments for areas are completed and RSL's plan for developments through Rural Housing working group	01-Apr-05	Housing Corporation and Basic Credit Approval	PG	HMT
Work with Rural Housing Enabler to raise awareness with rural communities and ensure local needs are understood	Housing Strategy	Undertake Rural Housing Needs Assessments to ensure that any rural housing development has appropriate research.	Undertake Needs assessments in 5 rural areas.	01-Apr-05	Existing Resources	PG	Rural Housing Enabler Steering Group
Continue to distribute rent deposits	Homelessness Strategy	Undertake an assessment of need and make bids for additional funding where necessary	Regular review of expenditure and outcomes	On-going	Service Plan resources	HF	HMT & Strategy Steering Groups
Produce half yearly monitoring report	Homelessness Strategy	Review current progress against targets in homelessness Strategy	Reports to Homeless Strategy Group at six month intervals	12/2003 and 6/2004	Existing Resources	MP/HMT	HMT & Strategy Steering Groups
Bring at least 32 empty properties back into use per annum	Housing Renewal Strategy	32 propeties returned to active use or demolished by LA intervention	Contact owners and establish dialogue, take appropriate action to ensure return to use	01-Apr-05	Capital Funding	PG	HMT & Strategy Steering Groups
Lease 80 new dwellings in 2004/5	Homelessness Strategy	Review need and lease approriate number of units	Undertake review of need, market and administer arrangements	01-Apr-05	Existing resources	MS/CF	HMT & Strategy Steering Groups
Review leasing targets in the light of performance	Homelessness Strategy	Review need and lease approriate number of units	Undertake review of need, market and administer arrangements	01-Apr-04	Existing resources	MP/MS/CF/PG	HMT & Strategy Steering Groups
Increase the options for intermediate renting and ownership	Housing Strategy	Ensure mixed tenures on new social housing developments	Agree principles with planning, legal, RSL's and test principles with developers	01-Apr-05	Existing Resources	MP/PG	Planning and Housing Liaison Group
Deliver 20 units per annum for key workers	Housing Strategy	Ensure that capital funding is delived to ensure objectives	Ensure that funding is provided from RHB or LA for required number of units	01-Apr-05	Housing Corporation and Basic Credit Approval	MP/PG	HMT
Reduce fuel poverty to 5% across the Island over the next five years	Housing Renewal Strategy	Ensure that areas of highest fuel poverty are actively targetted in accordance with Housing Condition Survey	To enable 288 Warm Front Grants to be provided per year and target 600 properties with information	01-Apr-05	Existing resources	PG	HMT & Strategy Steering Groups
Reduce home energy consumption by 1.6 % per annum for the next five years	Housing Renewal Strategy	Ensure that Energy Efficiency is promoted and that householders take up appropraite measures	To ensure that 750 properties per annum install CWI and provide infromation to 1200 households per year one Homer Energy conservation	01-Apr-05	Existing resources	PG	HMT & Strategy Steering Groups
Provide up to two units of accommodation per annum to facilitate foster placements	Housing Strategy	Identify in conjunction with Social Services suitable accommodation within existing housing stock appropriate to needs of foster carers	Indentify suitable properties	2004/5	Capital Funding	PG/PG	HMT
Investigate the provision of support to families evicted for Anti-Social Behaviour	Homelessness Strategy	Investigate Homeless to Home Services and Commission services where necessary	Review existing services and examine other options Discussions with Shelter regarding Homeless to Home Scheme	Strategic decision by ebd of 2004	To be identified	MP/MS	HMT & Strategy Steering Groups
Increase the percentage of new build accommodation for younger single people	Housing Strategy, Homelessness Strategy	Ensure that client briefs for new build sites reflect increased target	Site specific	On-going	Existing resources	PG	HMT & Strategy Steering Groups
Provide 3 units of accommodation for ex-offenders	Housing Strategy, Homelessness Strategy	Provide 3 units of hostel accommodation for ex-offenders with challenging behaviour	Develop brief in conjunction with Probation Service for providing appropriate units	2004/5	Capital Funding/ Existing housing stock	PG	HMT & Strategy Steering Groups
Provide X units of accommodation for substance misusers	Housing Strategy, Homelessness Strategy	Provide 3 units of hostel accommodation for substance misusers	Develop brief in conjunction with DAT for providing appropriate units	2004/5	Capital Funding/ Existing housing stock	PG	HMT & Strategy Steering Groups