Agenda item

Consider the report

A report was submitted to encourage a discussion on the priorities of the Gwynedd Housing Partnership Strategy 2013-2017. The role of the housing associations to achieve these priorities, along with the way these matters would be met, was noted by reviewing the Strategy for the 2017 - 2021 period.

The Housing Strategic Manager highlighted that Housing Associations provide more than housing and that the report referred to what had been completed, as well as the main achievements over the strategy's period. Additional benefits were apparent, such as work opportunities and opportunities for people to move forward in the housing market. Nevertheless, their main emphasis was to build new developments that would be funded by grants from the Welsh Government. It was highlighted that Welsh Government had set a supply target of 20,000 units by the end of the next Government, which placed emphasis and urgency on Councils and Housing Associations to respond. It was the Council that decided on the strategic priorities of these development by collaborating with, and directing, the Housing Associations to locations where other areas were targeted that had been divided as required. The process would identify prospective tenants through the Allocations Policy and the Housing Options Team. Reference was made to the role of the Energy Wardens that were crucial in terms of introducing and promoting schemes. It was noted that several Partners of the Partnership contributed toward this role - an example of energy schemes were 'Nyth' and 'Cartrefi Clyd'.

Along with new developments, it was explained that the Partnership focused on homelessness matters and the Housing Act by collaborating with Housing Associations and Supporting People Team to provide services to the most vulnerable people of our society. By reviewing the strategy, it was noted that, as suppliers and promoters, the partners would have to be central to ensure that the relationship continued.

            During the ensuing discussion the following observations were highlighted:

·         Some areas continued to see need

·         What was the vision of the Housing Associations?

·         More must be done to keep people local - need confidence in the allocations procedure

·         Why build new? Needed to look at the housing for sale and empty housing situation

·         Empty bedroom tax being an additional cost to the tenant.

·         Building from new could create a ghetto outside of communities where people were seen moving from village centres to live on the outskirts.

·         A need for schemes that would include more bungalows

·         It was necessary to look long term and in detail in terms of housing suitability - a long term vision was necessary

It was recognised that the situation was challenging with substantial difficulties and problems to do what was possible with the available resources. It was highlighted that the Strategy was robust - the challenge was the capacity to implement and fund the schemes.

In response to the concern in regards to the allocations system, it was acknowledged that the emphasis in the past had been on allocations within a tight timetable, but by now that there was recognition to look at attaining the correct tenant for the correct location. The suggestion was accepted to contact the Local Member in areas with weak lists or situations where, possibly, a warning would be received beforehand about an empty house. It was noted that a review into the Housing Options Team (that was established in 2012) was being completed.

Cartrefi Clyd - in response to an observation, it was highlighted that the requirements of the scheme limited the number of housing. It was reported that every scheme was different with different criteria and a tight schedule to submit an application. Concern was expressed about lack of resources within the unit and that the collaboration and support of the Housing Associations had been advantageous to seek information. It was reiterated that the national guidelines were an obstacle and it was suggested to contact the Assembly to report that the system did not lead to effective planning.

In response to an observation, and a desire to build more bungalows for older people, it was highlighted that the Older People Accommodation Strategy looked at the situation that was common across the County. It was noted that the constructing industry and developers appeared stubborn due to bungalows not being cost effective. It was noted that four areas had been identified within the Older People Accommodation Strategy and work was needed to seek solutions and hold discussions about the aspirations of families.

It was reported that Extra Care Housing had released 16 units for families in Bangor following work to facilitate and help individuals to move. Following the completion of Hafod y Gest in Porthmadog, the next options would need to be looked at, considering different models for smaller communities that offered the same opportunities for older people.

RESOLVED to accept the report and welcome the opportunity to hold an initial discussion about the direction of the Strategy and offer the observations below:

-       Affordability - emphasise that a response is needed to the housing affordability crisis - for the Partnership to look at different methods and ways of making a difference and respond to the challenge by ensuring affordable housing for local people

-       Seek housing stock suitable to ensure balance in terms of the provision

-       Identify opportunities, at least in areas where there are weak lists, to contact the Local Member to discuss the situation along with tailoring marketing methods

-       Consider the possibilities to buy houses for sale or empty houses as well as new-builds in order to avoid the possibility of creating unviable communities. A suggestion to discuss the change in emphasis and adapt the subsidy arrangement in the long term with Welsh Government.

-       As the Full Council will consider implementing Second House / Empty House Premium, it is possible to attract income to be earmarked for social, affordable housing - the Partnership would need to hold a discussion for the Council's decision on how to implement this.