Memorandum by RENEW North Staffordshire
Housing Market Renewal (HMR) Pathfinder (EMP 12)
This short submission sets out the RENEW North
Staffordshire Housing Market Renewal (HMR) Pathfinder perspective
on empty homes and low demand. More details on the work of RENEW
are available on our website: www.renewnorthstaffs.gov.uk.
In essence the purpose of our submission is
to encourage continued support for the HMR scheme to deal with
areas in the north and midlands which need to deal with housing
supply and declining population levels.
We would urge that the impact of the HMR pathfinders
be not diluted, although we are supportive of measures to deal
with areas experiencing weak as opposed to low demand.
We welcome the involvement of the private sector
in particular and believe a lot can be learned therein because
of their considerable involvement in housing construction and
in harnessing their perspective on change management.
(A)
THE SCOPE
AND SCALE
OF THE
INITIATIVES PROPOSED
AND UNDERWAY
IN THE
GOVERNMENT'S
HOUSING MARKET
RENEWAL PATHFINDER
AREAS AND
OTHER AREAS
WITH PROBLEMS
OF EMPTY
HOMES
We welcome the recognition that a housing market
renewal area may straddle over more than one local authority boundary,
albeit this does imply a need to work across boundaries in order
for the pathfinders to be successful. We are pleased that other
areas of low demand are being recognised but we suggest that the
detail of evidence base sought from the original 9 pathfinders
is also used as a benchmark for others. Additionally, we welcome
the deployment of the Audit Commission and its role in the nine
pathfinders, and a similar level of scrutiny should be afforded
to other low demand areas in order to avoid diluting the national
impact of addressing low demand.
(B) THE
COMMITMENT AND
CONTRIBUTION OF
ALL GOVERNMENT
DEPARTMENTS AND
OTHER AGENCIES
TO TACKLING
THE UNDERLYING
CAUSES OF
EMPTY HOMES
The need to achieve long-lasting and sustainable
communities in neighbourhoods requires genuine cross-departmental
working at the ground level. This is likely to be enabled far
more easily if regional departmental structures of the various
government bodies enshrine this principle of cross boundary working
at all levels. Other agencies are more likely to behave in a joined-up
way if there is such behaviour adopted by the various government
bodies.
(C)
THE AVAILABILITY
OF RESOURCES
OUTSIDE THE
PATHFINDER AREAS
AND THE
DEVELOPMENT OF
STRATEGIES TO
DEAL WITH
WEAK HOUSING
MARKETS
There are clearly weak housing market areas
that exhibit features, which are different from the profound difficulties,
experienced in low demand areas. In order to retain focus and
deliver meaningful results relative priorities for scarce resources
should be commonly accepted, with a view to target resources to
those areas with greatest relative need.
(D)
THE DISSEMINATION
OF GOOD
PRACTICE, INNOVATION
AND CO-ORDINATED
INTERVENTIONS WITHIN
AND OUTSIDE
PATHFINDER AREAS
We welcome the Audit Commission learning events
on dealing with Low Demand, but we are also willing to participate
and lead on master classes to share good practice. However, it
may be worth considering learning from Europe and North America
of how they are dealing with low demand.
(E)
WHETHER COUNCILS
HAVE SUFFICIENT
POWERS TO
TACKLE THE
PROBLEM OF
EMPTY HOMES
IN THEIR
AREAS
Often it is the need for political ownership
and acceptance of low demand, which is the biggest challenge for
local authorities. Leading change through estate re-modelling
is never going to be simple and will test the very sinews of the
bond between ward councillors and their electorate. The pump-priming
assistance through HMR funding is extremely welcome and will assist
local authorities manage that change.
(F)
THE PRIORITY
GIVEN TO
THE DEMOLITION
OF HOMES
AND THE
CONSIDERATION GIVEN
TO EFFECTIVE
METHODS OF
REFURBISHMENT
There will inevitably be a need for some de-commissioning,
some refurbishment of existing stock and some new build. Neighbourhoods
tenure will need to change in order, not only retain, but also
to attract, tenants and residents. There are very good examples
of the private sector, housing associations, and local authorities
working in partnership to achieve sustainable neighbourhoods.
One major key to unlock and unfreeze thinking in this arena is
to adopt a "build first and demolish later" phasing
of intervention in order to begin to demonstrate a better tomorrow
for stakeholders reluctant to swallow the bitter pill of demolitions.
This also avoids HMR being branded solely as a slum clearance
programme.
(G)
THE AVAILABILITY
OF THE
NECESSARY SKILLS
AND TRAINING
TO SUPPORT
STAFF PROMOTING
PROJECTS TO
TACKLE THE
NEEDS OF
AREAS WITH
WEAK HOUSING
MARKETS
This is clearly posing as a constraint on the
HMR programme, albeit it is more of a short-term problem. That
is why sharing of best practice and adopting common and standardised
procedures and protocols will be extremely helpful to accelerate
learning and implementation as well as minimising "re-inventing
the wheel" syndrome.
(H)
HOW HOUSING
MARKET RENEWAL
IS ADDRESSED
IN OTHER
STRATEGIES INCLUDING
LOCAL AND
REGIONAL PLANS
AND OTHER
REGENERATION PROGRAMMES
There is a considerable presence of HMR emerging
in key regional documents and this should be warmly encouraged.
However, spend patterns and investment plans are always and perhaps
inevitably more slowly, to follow the policy lead of these strategies.
(I) HOW
PATHFINDERS ARE
SEEKING TO
INVOLVE THE
PRIVATE SECTOR
IN THEIR
LONG TERM
PLANNING AND
PROGRAMMES.
We are involving the private sector both:
1. in terms of helping to shape and
influence our policy through open forums as well as through the
usual means of meetings through the chamber of commerce and so
on;
2. and by the establishment of approved
developer panels.
| 
