The primary objectives of the Housing Development team is to increase the supply and access to affordable housing within the borough.

We achieve this by developing effective working relationships with a range of partners which include Registered Social Landlords (‘RSLs’), private developers, the Housing Corporation, government departments, private landlords and other members of the public, as well as voluntary and community organisations.

In 2003-4 the team developed and wrote the Council’s:

• Affordable Housing Strategy and
• Key Worker Strategy

Together these two key documents have contributed towards the overall Housing Strategy, which achieved the highly coveted ‘Fit For Purpose’ standard.

The Team’s business objectives are to:

• Increase the supply and access to affordable housing

Through proactive identification of potential sites, and negotiations with housebuilders to provide access to units on larger new developments to which the Council will have access.

• Manage the Preferred Partners relationship

To ensure public-funded schemes are developed and managed in a manner consistent with Best Value principles, service standards, innovation and partnership working.

• Access funding sources

Through supporting bids for government grant funding by RSL partners, and identifying innovative ways to increase the level of private and alternative funding sources to assist in the cost-effective delivery of projects.

• Identify potential development opportunities

Through close liaison with development partners, RSLs and housebuilders in the identification and negotiation for potential development sites.  Also through liaison with the private sector through the Empty Properties Strategy and other initiatives involving this sector.

• Assist in the delivery of the Housing Strategy

Delivery of the Development Programme including Special Needs Housing (i.e. Learning Disabilities, Mental Health, Teenage Mothers), General Needs, the Homelessness Strategy, Shared Ownership, the Key Worker Strategy, the Empty Properties Strategy, and Temporary Social Housing grant.

• Co-ordinate effective multi-agency working in pursuit of the Council’s objectives

Which adds value through broadening the input to particular schemes through the involvement of a range of other agencies.  Examples are the Primary Care Trust, voluntary and specialist groups as well as the involvement of some statutory agencies.

The Housing Development Team is managed by Gary Kendall