Powys Strategic Housing Partnership Survey of member opinions In mid-september 2014 an invitation was circulated to all members of the partnership to take part in the survey by responding to the six questions listed below. A total of 13 members responded either by face-to-face or telephone interview with one written response. The responses are summarised below and anonymised for objectivity. Numbers in brackets indicate where a response is common to several members although paraphrased. Italics signify a direct quote. Questions: 1. What do you consider to be the strengths of the partnership? 2. What do you consider to be the weaknesses of the partnership? 3. What do you think the role and purpose should be? 4. What do that you think the partnership should do? 5. What do that you think the partnership should not do? 6. Who should attend? Responses: Q1: What do you consider to be the strengths of the partnership? It is a forum for all stakeholders (8) Networking. Provides a breadth of membership permitting a wide input of views from various sectors and perspectives. (3) Focusses on affordability ad delivery opportunities (3) Feeds into policy development (3) wide expertise is important in developing policy on housing across Powys and Wales Free exchange of information on shared issues of housing provision (5) Highlights pinch-points of need such as older persons provision in Newtown. Improves communication. Links public and private sectors private sector involvement is essential if numbers are to be achieved Identifies issues and means of resolution.(2) Clarifies mutual aims and directions. Sharing of knowledge, best practice and experience. Offers opportunity with the potential of sub-groups. Focus for all housing related issues, members and portfolio leaders hear first-hand what impact policy has on the ground / what issues lack of policy creates. Forum for demonstrating openness from PCC perspective i.e. consulting / engaging with wide range strategic partners. I think it is beginning to move away from target driven culture. Q2: What do you consider to be the weaknesses of the partnership? There is a lack of power within the partnership to influence housing policy and direction There is a lack of buy in by some partners; inconsistent attendance and variation of attendees. (3)
The National Park is no longer a member (3) Tends to be a talking shop with no tangible outputs (2) It doesn t link back to the strategic priorities / actions It became on occasions too focussed on BBNPPA and failed to acknowledge any positives. Key service areas such as planning and social care fail to attend / be represented Unclear where the forum sits within the wider PCC strategic working i.e. regeneration, LDP etc. Not enough private sector membership/representation. Involvement of (elected) members is a double-edged sword, it is good that they get the picture but not good to ride personal hobby-horses. Inconsistent and sometimes weak chairing, (3) sometimes allowing personal crusades Has lost focus and direction (4) Lack of political policy direction from PCC Needs Programme Board approach. Does not monitor properly Few action points from meetings Is weighted towards the Council and Housing Associations Q3. What do you think the role and purpose should be? To discuss common ground on housing and wider related issues Must move on from the affordable housing focus Focus on what is relevant to housing in the Powys One Plan. (2) Link housing strategy and its key actions to corporate strategy Focus on stakeholder input to policy development process (3) Smooth the way to greater delivery of affordable housing for local needs by input to policy for both planning authorities. Practice as well as theory Set objectives and resolution of issues Set the strategic direction and focus on Powys approach (2) Be a forum for challenge and prioritisation. Exploit the strengths of partners INNOVATE (common to all) Have a vision and common goal in the light of the Housing Wales 2014 Act and the Powys one Plan. (2) Facilitate rather than deliver affordable housing. Be an engagement tool To direct all organisations involved in the provision of housing in Powys. To direct Housing Policy in the Powys One Plan. Liaise with national (Welsh) government and influence national policy. To co-ordinate cross-county efforts to ensure all providers have a strategic, co-ordinated and structured understanding of needs and provision. Be a discursive rather than a reporting forum. Forum through which the Strategic Housing actions can flow through. Support the establishment of work streams that support the housing strategy Be a consultee for Housing policies including SPG s, LDP s etc..
Review agreed action plans / corporate plans to ensure the cross strategic links between various work streams, e.g. housing and planning, housing and social care, housing and regeneration, are operating / functioning effectively. To not create a target driven environment. To not just be a talking shop. Q4. What do that you think the partnership should do? Collate information to push development in a co-ordinated way Consider all housing sectors Inform members Inform the processes of policy and delivery for housing, planning policy and development management. (2) Be a sounding-board of external agencies for PCC. Be pro-active and focussed. Provide a forum for new ideas and innovation. Have a strategic over-view and link with regeneration, not just affordable housing Look to private sector as funding is available and provide links between builders, funders and occupants. Ensure partners have clear objectives and accountabilities Test actions for alignment with strategy (One Plan priorities) Lever in resources Lobby Have a more structured action plan (2) Focus on opportunities for action. Monitor and report Develop work streams and sub-groups to focus on specific issues such as Gypsies and Travellers, Local Housing Market Assessment and empty homes. (note 1 under additional comments) Provide a means of enabling and supporting delivery in all tenures Assist with the impact of the Renting Homes Bill Take a lead on strategic housing across Powys. Become a statutory consultee on planning applications for housing. Share and innovate (note 2 under additional comments) Provide an annual statement or report that is bought into by all partners. Q5. What do that you think the partnership should not do? It should not be a forum for tenant participation, maintenance issues or allocations. Should not set policy but inform it. Be a talking shop (5) Waste time and waffle (3) Lose focus Be inward-looking and focus only on public sector delivery. Stray beyond its terms of reference. Stay the same (2) It must live up to its name and be strategic, not issue-specific Allow partners to opt in and out, either of issues or membership. Q6. Who should attend?
Very Senior Housing Association reps Head of Housing and Head of Adult Social Care Housing Strategy Team Leader and Affordable Housing Officer Housing SMT Wide private sector representation (4) House Builders Federation, landlords, smaller builders Armed Forces Brecon Beacons NPA (7) Relevant Portfolio Holders and a Scrutiny rep. Not Shire reps (7) (note 3 under additional comments) Can we remove the political side? - Possibly just one portfolio holder as chair (rotating?) Housing and planning officers Social care and health reps Support providers Estates officer There should be wider Authority involvement to inform corporate initiatives. Letting agents and as many agencies as possible Powys LSB rep Welsh Government Rep. The present make-up is fine provided people attend and engage Once the purpose has been agreed it will help direct membership Additional comments: 1. Review the meeting structure and agendas in light of comments made under Qs 4 and 5. 2. Possibly have papers and discussions led by external partners. 3. The issue of communication with Shire Committees can be addressed by an occasional item on their agendas or a member seminar on an annual basis. 4. There is potential for a ore and sub-group structure and also for area fora 5. Meetings could occasionally be held in outlying areas such as Machynlleth or Ystradgynlais. 6. The Housing Strategy Team Leader should be the facilitator leaving the Affordable Housing Officer to lead on the specific work stream. 7. Develop sub-groups and work streams to feed into the wider and more strategic partnership that could therefore meet less frequently 8. It should be an officer led group, chaired by the director of housing (People) and reporting to elected members. If elected members take part why not board members of Housing Associations and private companies? 9. Less frequent meetings might assist attendance maybe sub-groups on specifics to feed into less frequent wider group.