Memorandum by Graham Garbutt (Regional
Director GOWM and Chair of the West Midlands Regional Housing
Board) and Steve Gregory (Director of Urban Form Sandwell MBC
and Chair of the West Midlands Regional Housing Partnership—a
Partnership of the West Midlands Regional Assembly) (THC 29)
HOW RELATIONSHIPS BETWEEN THE RHB AND THE
HC ARE CURRENTLY WORKING AND HOW THEY MIGHT BE DEVELOPED
1. REMIT OF
THE WEST
MIDLANDS REGIONAL
HOUSING BOARD
The West Midlands Regional Housing Board (WMRHB)
was formally constituted in March 2003. This was as a result of
proposals made by the Deputy Prime Minister to ensure the right
framework was in place to support the agenda of "Sustainable
communities: building for the future" issued in February
2003. The remit of the Board is to ensure regional housing strategies
are coordinated with economic and planning strategies, encouraging
sub regional approaches to housing problems where these extend
beyond individual local authority boundaries.
2. RHB MEMBERSHIP
The WMRHB membership is:
— Graham Garbutt GO Regional Director
(chair).
— John Edwards, Chief Executive of
Advantage West Midlands, the Regional Development Agency.
— Paul Spooner, Regional Director English
Partnerships (WM and NW).
— Nick Reed, Director of Investment
& Regeneration, Central Housing Corporation (WM, EM and E).
— Peter Jones, Assistant Director,
Central Housing Corporation (WM).
— Steve Gregory, Chair, Regional Housing
Partnership (a partnership group of the WM Regional Assembly).
— Rose Poulter, Director of Policy
WM Local Government Association.
— Simon Hodgson, Head of Secretariat
WMRA.
— Mike Atherton, Rural Housing Network.
2.1 A small Elected Member Forum is being
established to meet the RHB regularly to provide input at a strategic
level. This maintains political accountability to Ministers while
allowing active dialogue and consultation at a regional level.
2.2 The RHB is supported by a small secretariat
within the Government Office for the West Midlands (GOWM) with
input from the offices of other Board members, primarily the West
Midlands Regional Assembly (WMRA).
3. RHB ACTIVITY
3.1 The Board has, since its inception,
met on a monthly basis in the offices of the Government Office.
Representation has always been at a senior level. It is a strong
Board and works well together.
3.2 Its main activities to date have included:
— Development of a Regional Housing
Strategy (RHS), built on work by the Regional Housing Partnership.
This was completed on time with unanimous support from Board members
and based on a strong regional consensus.
— Making recommendations to Ministers
on the allocation of resources from the regional housing pot.
This was submitted on time with unanimous agreement by board members
and approved by ministers without amendment.
— Commissioning of research and analysis
for a shared regional planning and housing needs evidence base.
The output will include the establishment of patterns of sub regional
housing market needs, with levels of affordability and the proportion
of need for affordable housing.
— Commissioned specific studies listed
in draft RPG and again in the first RHS strategy for 2003, eg:
East Birmingham/North Solihull housing
market restructuring.
North Black Country/Telford and Wrekin,
housing market restructuring.
North Staffordshire housing Study.
Former Coalfields Area Study.
North Black Country/Telford and the Wrekin
housing market restructuring.
— Coordinated policy discussion over
the potential long term role and contribution of the West Midlands
in the light of the draft RPG and its Urban and Rural Renaissance
Strategy for regeneration.
— Commissioning regional studies into
homelessness and supporting people.
4. CONTRIBUTION
OF THE
HOUSING CORPORATION
TO THE
REGIONAL HOUSING
BOARD
4.1 The Housing Corporation has shown itself
willing to contribute to the RHB's business whenever asked to
do so. It takes a full part in debate, and draws on experience
in other regions to support its contribution which is helpful.
The Housing Corporation meets RHB information requirements promptly
and satisfactorily.
4.2 The RHB is supported by the West Midlands
Regional Housing Partnership, which was set up through the Regional
Assembly. The Housing Corporation plays an active part in this,
helping to inform policy development discussion. The Housing Corporation
responded positively to support a sub group leading the development
of research to inform the next Regional Housing Strategy, and
take part in the presentation of these proposals to partners around
the Region.
4.3 The Housing Corporation contributed
to the successful development of the Regional Housing Strategy
2003 through both its membership of the Regional Housing Partnership
and Regional Housing Board. The Housing Corporation was also actively
engaged in the consultation process for the Strategy, ensuring
that housing associations were given the opportunity to comment
on draft versions of the Strategy.
5. OPERATION
OF REGIONAL
HOUSING POT
5.1 It is evident that there are at least
three major organisations shaping decisions on the strategic use
of the Approved Development Programme (ADP) part of the capital
funds. These are the RHB, the Housing Corporation Board and ODPM.
Notwithstanding the RHB remit to make recommendations to ministers
on the allocation of capital funds including the ADP, the Housing
Corporation has explained that it has to take into account the
policy direction issued by the Corporation's own Board and the
policy priorities of ODPM.
5.2 Whilst this has not yet emerged as a
tension the possibility exists and may therefore be seen as an
inhibitor, reducing the confidence of the RHB to take a clear
policy direction. In the event of a difference of view it is unclear
which view would prevail or the basis for this.
5.3 These potential tensions could arise
in any of the following:
— The balance of programme (LCHO/rented,
rural/urban, growth/regeneration).
— The importance given to development
opportunity, "value for money" indicators and need.
— The promotion of partnering and the
selection or exclusion of RSLs from the programme.
— Degree of influence in deciding allocations
in accordance with RHS.
— The continuity, or otherwise, of
RHS policy priority and that of the Regional Housing Allocation
Strategy (written by the GOWM) and subsequent Allocation Strategy
documentation under which actual allocation decisions are guided
and determined.
6. WIDER PERCEPTIONS
6.1 Through dialogue between local housing
authorities, individually and in their collective partnerships
and wider sub regional groups it is apparent that the respective
roles of regional institutions, including the RHB in relation
to the Housing Corporation, are not yet fully understood. More
emphasis on communication is probably required, especially in
explaining the basis of regional decisions locally.
6.2.1 The call by the Barker Review for
closer working between planning and housing is considered to be
already taking place in the West Midlands with the Housing Corporation
playing its part in joint working though the RHB with the RPB,
particularly in the development of a shared evidence base on housing
needs. This is a particularly important recommendation in the
Barker Review and it should be noted that the existing arrangement
is developing in a very satisfactory, focused and cost effective
manner.
7. THE INITIAL
IMPLICATIONS FROM
THE BARKER
REVIEW
7.1 Under the Barker recommendations, the
RHB/RPB could be merged into one Board. This could be a positive
evolution of existing arrangements if it simplifies regional governance
and accountabilities. But it needs to be seen within wider government
policy on devolution. In particular the White Paper: "Your
Region, Your Choice" set out proposals for elected regional
assemblies (ERAs) in regions which so choose. For other regions,
Chapter 2 of the White Paper encourages steps towards administrative
devolution within current arrangements for democratic accountability.
Accordingly, RHBs were set up to bring to the regions the process
of advising Ministers on housing strategies and financial allocations.
They are chaired by civil servants and are clearly accountable
to Ministers, while now with much broader regional involvement
in the process.
7.2 The White Paper envisages that this
will transfer to regional political accountability as and when
directly elected assemblies are in place. It is explicit (page
40) that Assemblies will have housing powers:
"Para 4.36 An elected regional assembly
will take a strategic lead on housing issues, thereby assuming
the role currently undertaken by the Government Office and the
strategic and resource allocation roles of the local office of
the Housing Corporation. Specifically, an elected regional assembly
will:
— Prepare and publish a regional
housing strategy. Together with the regional spatial strategy,
this will consider issues like the location of new housing, the
need for new social housing, tackling areas of low demand, and
investment in existing stock; and
— Allocate support for housing
capital investment between councils (to improve their own housing
stock, to support new build by housing associations, and to renew
private stock) and housing associations (largely for new build
social housing)."
7.3 Within this broad framework, then, it
would seem logical that political accountability for regional
housing matters should remain with Ministers until ERAs are established.
The evolving role of ERAs may be tested in those three regions
which will vote in referenda later this year on whether or not
to establish them. It should be noted, however, that there is
also a view among local politicians in the region that greater
accountability and ownership of regional policy making and investment
could transfer before an ERA is set up.
7.4 For areas which do not have a directly
elected assembly, and in the context of "Chapter 2"
of the White Paper, it would be helpful to simplify and clarify
current roles and responsibilities. It follows from our earlier
comments that any changes made now should enable a straightforward
transfer to be made as and when ERAs are set up.
8. POSSIBLE CLARIFICATION
OF CURRENT
ARRANGEMENTS
8.1 It is helpful to consider roles nationally,
regionally and locally.
Nationally we recommend:
— Development of a strong relationship,
with continuity and good communications, between ODPM and the
Housing Corporation, and an enhanced strategic capacity. ODPM
must also offer a coherent view of other key policy drivers such
as planning, economic regeneration and transport, and of course
the context of the Sustainable Communities Plan.
— A national strategy should set out
policy objectives within Government financial parameters. This
should provide the context for the Housing Corporation's corporate
plan and for the work of Regional Housing Boards.
— Regional financial allocations should
be agreed between the Housing Corporation and ODPM, providing
Regional Housing Boards with truly "single pot" financial
allocations, together with policy guidance which balances national
objectives with regional discretion and flexibility.
— The Housing Corporation should continue
to develop its national role in standard setting, regulation,
guidance and monitoring.
Regionally we commend:
— Continued development of Regional
Housing Strategies closely linked with regional planning, economic
and other themes. Importantly, they should also build explicitly
on sub regional strategies which recognise local housing markets
and do not assume that these can be fully dealt with within individual
local authority boundaries. Their definition should be agreed
regionally.
— Active intervention by Regional Housing
Boards and partners to identify capacity and skills issues and
develop appropriate responses. Immediate concerns range from shortages
of built environment professionals, to regeneration leaders and
managers, to housing association board members. Work is in hand
on these and the Egan Report offers more guidance.
Locally and sub regionally, we recommend:
— Increased recognition and knowledge
of housing markets through local partnerships.
— Development of integrated delivery
plans, recognising complementary roles of local authorities, housing
associations and other key partners.
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