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Private Sector Housing Adrian Brown Lead Housing Inspector – London (East)29th June 2007
This session will cover…… • Why is private sector housing important • Local Authorities response – the Audit Commission's perspective • KLoEs and how to get the most out of them • Key elements of an excellent service
Why is private sector housing important ? The private sector – it’s big… • Owner Occupied 71% • Private Rented 11% • Local Authority 10% • RSL 8% …and it’s in poor condition • Social Sector non decent 29% 1.2m homes • Private Sector non decent 27% 4.8m homes • Of which, in the PRS 41% 1.0m homes 2005 EHCS key findings
The Decent Homes target for the private sector (PSA7) The target will be met if • there is a year on year increase in the proportion of vulnerable private sector households in decent homes; • if the 2006-07 EHCS, reporting in October 2007, shows the proportion of vulnerable households in decent private sector homes to be more than 65%; • if the 2010-11 EHCS, reporting in October 2011, shows the proportion of vulnerable households in decent private sector homes to be more than 70%; • if the 2020-21 EHCS reporting in October 2021, shows the proportion of vulnerable households in decent private sector homes to be more than 75%.
Private sector households living in non decent homes (000’s) English house condition survey 2005
Private Sector Housing scores up to 31.3.06 PSH - 59% ALL - 68% PSH - 41% ALL - 31% PSH - 84% ALL - 72% PSH – 16% ALL – 28%
What are KLoE? • Sets of questions and statements - service or judgement specific issues • Provide consistent and transparent criteria for assessing and measuring the effectiveness and efficiency of housing services • A framework through which to view and assess services • Mark out the goalposts – include descriptors of excellent and fair services • Are live documents – 1 or 2 are reviewed twice a year • They are key lines of enquiry not exclusive lines of enquiry • Local context is important
How to get the most from the KLoEs • To assist in preparation for inspection • A tool to assist in the ongoing self assessment/review and improvement processes – self challenge • Increased self awareness across the housing sector • Reinforce the importance of the customer in service provision and delivery • Outcomes are paramount – processes and structures are merely a means to delivery
Private Sector Housing KLoE The private sector housing KLoE covers the following areas: ♦ Access, customer care and service user focus ♦ Diversity ♦ Private sector stock condition and housing need data ♦ Strategic approach to private sector housing ♦ Impact and effectiveness of approach ♦ Value for money Those in italics are also stand alone KLoE – those within other KLoE are targeted Primarily for Local Authorities, but there are important points to note for RSL
Benchmarking • It is a ‘can opener’ to comparative and longitudinal performance • Not just for inspection • Benchmark with the best • Benchmark what is relevant to you • If it doesn’t exist set it up – if you need it someone else probably will as well.
Key elements of an excellent service (1) Understanding the housing market • In the local area, sub-region and the region • Robust information which is kept updated • Needs and condition • High quality, fit for purpose Housing Strategy based on market info • Consistency, and firm links with other appropriate corporate strategies • High quality plans, policies and other tools to deliver the strategy • Close involvement of stakeholders in strategies and plans • Effective consultative structures - monitor progress & outcomes • Effective internal communications and working making the best use of resources
Key elements of an excellent service (2) Understand the impact of the strategic approach on poor housing conditions • Appropriate priorities • Maximises resources (value for money) • Full range of powers explored and used where appropriate • Progress against national targets e.g. PSA7 • Has a clear, SMART action plan • Effective performance management & reporting systems
Key elements of an excellent service (3) Making the best use of existing housing • High quality and well coordinated advice & information • Targeted advice, enforcement, grants and loans etc • Effective relationships with stakeholders e.g. landlords, agents other key partners
Excellent Systematic Innovation Uses information well Uses appropriate systems Designs around the service user Partnership working Internal and external Fair Inconsistent Statutory requirements Collects/monitors Limited systems Designs around organisation/ contractor Silos Summary - key differences
Summary - building blocks for improving services Ownership of problems and willingness to change A sustained focus on what matters The capacity and systems to deliver performance and improvement Integrate service improvement into day-to-day management
Thank you for listening. Any questions? Contact Details Adrian Brown, Lead Housing Inspector – London (East) email@example.com