Wrexham County Borough CouncilLocal Housing Strategy

2018-23

Front and rear cover illustrations provided by children of Wrexham who responded to an invitation to draw their interpretation of a house of the future for inclusion in the Strategy document.

Ben, aged 12; Cobi, aged 7; Dylan, aged 8; Hallie, aged 9; Harry, aged 10; Holly Lea, aged 7; Kaiden, aged 8; Kevin, aged 10; Lewis, aged 7; Lol-Rose, aged 5; Millie, aged 5, Ruby-Jade, aged 6, Sofia, aged 8 and Tchillah, aged 9.

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ContentsForeword 5

Executive Summary 6

Structure of the Strategy 8

Format of the Local Housing Strategy 2018-23 8

Vision and Outcomes 9

Local Housing Strategy 2013-18 Progress and Achievements 9

The Council Plan 10

Overview of Wrexham County Borough 12

Key Information and Statistics 13

Equality Impact Assessment 18

The Context: Challenges and Opportunities 18

Sustainable Planning 22

Well-being of Future Generations (Wales) Act 2015 22

Strategic Decision Making 25

Theme 1: More Housing Choice 26

What we will do 34

Deliver a Build and Buy Programme 34

Theme 2: Better Quality Homes & Communities 40

What will we do 48

Theme 3: Better Services to Improve People’s Lives 50

What will we do 61

Widen housing options for older people 61

Delivery of the Local Housing Strategy 2018-23 67

Glossary of Terms 70

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This Strategy explains the priorities and actions for housing and housing services, that will help significantly improve the quality of life for the tenants and residents of Wrexham and will also play a big part in securing economic and employment benefits for the area.

The Council and its partners have an important role to play in identifying and addressing many of the housing and housing-related services issues across the County Borough, and seek to achieve better outcomes through collaboration.

The previous Local Housing Strategy was written in 2013. Since then, there have been a series of significant changes in the field of housing that would have been hard to predict at the time. These changes have influenced the writing and presentation of this Strategy, which sets out Wrexham County Borough Council’s vision for housing and housing related services over the next five years. This Strategy is key to the effective delivery of the Council Plan and its Well-being Objectives and although focused on housing it includes significant cross-over with other areas of work that will benefit the people who live, work and visit the County Borough.

This is not a social Housing Strategy, but one that considers all types of housing and housing services that are needed to support our population now and in the future.

There has been a conscious decision to present the new Strategy as three related-elements, which is hoped will attract a wide range of reader. A one-page infogram acts as a quick ‘at-a-glance’ option; the strategy

document provides much more detail and data; and there is an action plan that shows clearly, what will be done.

The overall direction of the previous Local Housing Strategy was based upon the priority themes contained in the Welsh National Housing Strategy.

• More housing choice

• Better quality homes and communities

• Better services to improve people’s lives

I believe that these themes continue to provide a valid framework for this new Strategy and as such, am happy to see them retained for 2018-23.

Extensive work has been carried out to create this Strategy, including a large amount of collaborative work with a wide range of Council departments, external partners, tenants and residents of the County Borough. As a result, I believe the Strategy can clearly feed into and complement other Council plans, priorities and national agendas and improve the quality of life and opportunities for people living in Wrexham.

Councillor David Griffiths, Lead Member for Place - Housing

Foreword

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Executive SummaryLocal Authorities are required to produce housing strategies to meet obligations under the Local Government Act 2003 and Housing Act (Wales) 2014. A combination of workshops, discussion groups, written correspondence and face to face meetings have taken place with key officers from across all Council departments and partners in the County Borough. This was followed by an eight-week period of public consultation that enabled the wider community of Wrexham County Borough to contribute with their suggestions and feedback.

The Council’s vision for this Local Housing Strategy is:

“To provide the right types of good quality homes in safe, attractive and supportive communities that meet the needs of people living in the County Borough.”

The new strategy sets out a five-year vision for housing supply and housing-related services in the County Borough. It will provide a framework of priority themes that will direct the activities of the Council’s departments and influence our external partners, providing a positive environment for collaboration and sustainable development.

The previous Local Housing Strategy 2013-18 has been thoroughly reviewed and those aspects considered still to be relevant for the forthcoming strategy period have been retained. The priority themes of this Strategy will be:

• More Housing Choice;

• Better Quality Homes and Communities; and

• Better Services to Improve People’s Lives.

The outgoing strategy set a number of strategic objectives, which are still very relevant today. However, there have been many social, economic and political changes since 2013 with more expected within the

five-year life of the strategy such as BREXIT, continued austerity, welfare reform and the adoption of the Council’s Local Development Plan.

The new Local Housing Strategy 2018-2023 aims to be holistic in its approach, recognising the individual and combined strengths of partners in Wrexham that are working to improve housing and housing-related services for our tenants and residents. The Strategy is not a social Housing Strategy, rather it identifies and responds to needs relating to all types and tenures of housing.

More Housing ChoiceThe key priority areas for action under this theme are:

• Increase the supply of affordable housing through the “Build & Buy” programme providing a choice of tenures and property types in locations that meet demand.

• Evaluate existing stock for best use, redevelop, refurbish or reclassify to maintain choice and supply.

• Progress and strengthen existing work on empty properties, using all available means including “buy-back” and compulsory purchase.

• Make it easier for people to apply for housing by working effectively with RSL partners to develop balanced waiting lists and nominations.

• Evolve the Local Lettings Agency to promote good practice, high standards and provide more choice of tenure to meet needs.

• Proactively engage with private developers to maximise the benefit of market housing and ensure effective use of the planning process to deliver affordable housing contributions.

• Work in partnership to bring forward housing development.

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Better Quality Homes and Communities

The key priority areas for action under this theme are:

• Commit to the ongoing maintenance and repair of all Council homes following the achievement of Welsh Housing Quality Standard (WHQS), to ensure homes are economical, attractive and meet the needs and aspirations of customers.

• Positive use of planning legislation, licencing and enforcement to reduce the impacts resulting from empty, poorly managed or maintained properties particularly within the town centre, contributing to better conditions for wellbeing and economic growth.

• Continuing to review our housing management approach to multi-tenure communities to provide an improved and efficient response to quality of life issues.

• Innovate in terms of the design of new homes and adaptation of existing stock, to make best use of resources and improve sustainability.

• Develop and promote energy efficiency strategies and services for both the public and private sector to reduce fuel poverty and protect the environment.

• Remain dedicated to adapting homes where appropriate, supporting the notion of lifetime homes and independent living.

Better Services to Improve People’s Lives

The key priority areas for action under this theme are:

• Develop a preventative housing management approach that proactively identifies and responds to complex needs and vulnerabilities and promotes services that maximise the sustainability of tenancies and prevents homelessness.

• Embrace and support use of new technologies to provide health, housing and community solutions making access to services easier and more efficient.

• Enable people to provide timely feedback on their experiences and aspirations of housing and housing related services and demonstrate how this shapes future service provision.

• Continue to promote effective local and regional partnership work for solutions that meet stated needs and make efficient use of resources.

• Review housing and housing services for older people, including support, stock and development of future housing solutions.

• Deliver on commitment to provide additional pitches for Gypsies, Roma and Travellers following the completion of a needs assessment.

• Progress against the actions set out in this Strategy will be monitored and reported annually; the Strategy will be reviewed and if necessary updated, every six months.

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Structure of the StrategyThere are three parts to this Strategy; whilst they are connected, they can also serve as stand-alone documents. This has been a deliberate decision, so that it is possible to present a wide range of topics, data and actions in a way that appeals to different readers.

The Strategy starts by setting out the context in which this Strategy will be implemented, describing the County Borough of Wrexham, the key issues that are prevalent and the overarching legislation and policy framework that exists. Each priority theme for the Strategy is then introduced in its own chapter along with the key issues, data and evidence base to support this and then the actions that will be carried out in response.

Please refer to the glossary section of this document located on page 70, which will provide additional information and background to a number of specific issues that will be discussed throughout this Strategy.

Format of the Local Housing Strategy 2018-23

One-page InfogramAccompanying this Strategy is a one-page representation of the Strategy. The aim is to give the casual reader a quick overview of the three main themes, whilst also highlighting key areas of work, targets and outcomes, without going into too much detail.

Strategy BookletThis booklet follows on from the one-page infogram. It gives much more detail of the specific areas outlined in the infogram and introduces key areas of work, the evidence base that supports them and the main actions. It also refers to the progress, success and good practice that have been achieved during the lifetime of the previous Local Housing Strategy.

Action PlanThis is the final part of the Strategy, which sets out the actions needed to meet the aims, aspirations and changes that are required and how progress will be measured. All the actions contained in the action plan will be SMART (Specific, Measurable, Assignable, Realistic and Time related) and will support the Strategy and link into other key areas of work such as the Council Plan and Welsh Government’s Well-being of Future Generations (Wales) Act 2015.

The action plan will be reviewed on a six-monthly basis and updated as required to ensure it remains relevant and adaptable. The action plan will be reported annually, on request, through the Council’s scrutiny process, which will ensure accountability and transparency over its lifespan.

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Vision and OutcomesThe Council’s vision for this Local Housing Strategy is:

“To provide the right types of good quality homes in safe, attractive and supportive communities that meet the needs of people living in the County Borough.”

Following review of the previous Local Housing Strategy 2013-2018, the main principles of this new Strategy remain consistent with those outlined in the Welsh National Housing Strategy. The priority themes are:

• More housing choice;

• Better quality homes and communities; and

• Better services to improve people’s lives.

Housing continues to face the challenges of changes in demand and legislation. The Strategy identifies a clear commitment to work in partnership to provide more housing choice, better quality homes and communities and improved housing services for people living in the County Borough. It is focused on far more than just “bricks and mortar” and extends across all sectors of housing and housing services. It also considers themes such as regeneration, prosperity, aspirations, economic growth and the support of people in their homes and communities.

Local Housing Strategy 2013-18 Progress and AchievementsA number of successes have been achieved since the last Local Housing Strategy 2013-18 was published. These have contributed to substantial improvements to people’s homes and lives, for example:

• During 2017-18 a total of £56,386,831 was spent bringing Council housing stock up to the Welsh Housing Quality Standard, with a projected total investment of £139,809,865 by 2020, when all homes will have achieved this standard;

• £4.5m investment via the ARBED scheme has delivered External Wall Insulation to 619 privately owned properties;

• 257 new affordable homes provided by Registered Social Landlords;

• 829 new units have been provided by private development;

• £24m investment through the Vibrant & Viable Places programme has seen the following projects, provide the following outcomes;

• creation of masterplan to develop Wrexham town centre, which includes a specific focus on town centre living;

• funding of £3.88m secured to provide property improvement loans, bringing vacant land and empty properties back into use with loans of up to £25,000 per unit;

• support for 200 homes to improve energy efficiency as part of an Energy Company Obligation scheme;

• “Group repair” grants of up to £14,000 awarded to individual homeowners as part of South West Wrexham renewal project. A total of £5.5m has been spent improving the quality of private sector housing during the period 2013-2017;

• delivery of Wrexham’s first self-build site, by veterans of the Armed Forces, providing 16 one and two bed apartments and giving ex-forces personnel the opportunity to re-skill within an environment of peer support and shared experiences; and

• the construction of Pennaf’s new extra care scheme Maes y Dderwen. Due to open in winter 2018, this will provide 60 units of specialist accommodation, for older people, in the heart of Wrexham. The success of this scheme will help to develop homes and support services to meet the demands of a growing area of the housing market.

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The Council Plan The current Council Plan1 is divided into four priority themes: People, Place, Economy and Organisation. The Local Housing Strategy contributes directly into many of the Wellbeing Objectives under these sections and indirectly into even more. Whilst its primary function is to ensure that people can be housed appropriately, the Strategy seeks to maximise the impact of housing on people’s economic and personal outcomes by recognising the inter-related impact of activities across these themes.

The Local Housing Strategy is key to the delivery of the Council Plan in particular, but not limited to:

• E1 – Encouraging people to live, work, learn, visit and invest here;

• E3 – Helping to tackle poverty;

• PE2 – Supporting people to live active, independent lives within their community;

• PL1 – Promoting good quality homes and regeneration; and

• PL3 – Communities with sustainable, attractive settlements, neighbourhoods, buildings and spaces.

The Local Housing Strategy will complement other emerging local plans and strategies such as the Regional Homelessness Strategy (and local action plan), the Tackling Poverty Strategy, the Economic Prosperity Strategy and the Public Services Board’s Wellbeing Plan.

1 http://www.wrexham.gov.uk/assets/pdfs/councilplan/2018-22/council-plan-2018-2022.pdf

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Strategy Document MapThis Strategy has a relationship with a number of different local regional and national plans, strategies and legislation; the following diagram shows how they are connected.

Local Development Plan• The Local Development Plan (LDP2) 2013-

2028 replaces the current adopted Unitary Development Plan. The Local Development Plan is a long-term land use and development strategy focused on achieving sustainable progress in the County Borough that will:

• Guide development for housing, employment, retail and other uses;

• Set out policies that will be used to decide planning applications and s106 contributions; and

• Safe-guard areas of land requiring protection or enhancement.

• At the time of writing, work is ongoing to develop the Local Development Plan 2013-2028 Consultation took place during summer 2018 with inspection scheduled for spring 2019.

Better services

to improve peoples

lives

Better Quality

Homes & Communities

Council Plan 2017-22Prosperity For All

National strategy focusing on setting long term goal foundations

Taking Wales ForwardProgramme of delivery for Wales 2016-21

Well-being of Future Generations ActWays of working for delivering long term focus for public

services in Wales

More Housing Choice

2018 – 2023

LocalHousingStrategy

Regional Homeless Strategy

Economic Prosperity Strategy

HRA Business Plan

Corporate Safeguarding Policy

Local Housing Needs Assessment

Older Persons Housing Needs Study

Tenant & Leaseholder Participation Strategy

Empty Homes Strategy

Council Involvement Strategy

Local Development Plan

Tackling Poverty Strategy

Strategic Equalities Plan

Ageing Well in Wrexham Plan

Gypsy & Traveller Accommodation Assessment

Strategy Document Map

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Overview of Wrexham County BoroughWrexham County Borough is situated in North East Wales, between the Welsh mountains and the lower Dee Valley. It includes a mix of urban and substantial rural areas. To the north, west and south, it borders the counties of Denbighshire, Flintshire and Powys. To the east, it borders Shropshire and Cheshire West and Chester. As the largest town in North Wales, Wrexham is a major centre of the region’s commercial, health, retail, leisure and educational infrastructure and home to approximately 134,000 people.

Wrexham’s location is strategically important. It is the main gateway from North Wales into England connecting with the key rail and motorway networks to North West England and beyond.

The location of the County Borough is key to the delivery of wider strategic development in North Wales, through a new Growth Deal, which recognises the opportunities beyond its borders in terms of the Mersey Dee Alliance and the Northern Powerhouse.

Map showing the administrative boundaries for Wrexham County Borough

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Key Information and StatisticsPopulation of Wrexham County Borough by ethnic origin2

2 https://www.nomisweb.co.uk/reports/localarea?compare=1946157388#section_6_6

3 http://www.wrexham.gov.uk/assets/excel/Statistics/People/2011%20Census%20key%20statistics_%20people%20(County%20Borough%20Summary).xls

4 https://gov.wales/docs/statistics/2016/160929-local-authority-population-projections-2014-based-en.pdf

Population of Wrexham County Borough by age3

Population: 134,844

Age Ranges:-

• 0-15 years 25,818 • 16-64 years 86,175 • 65 years + 22,851Median Age: 40 Sex: Male 49.7% Female 50.3%

Population Growth4 Between 2014 and 2039 Welsh Government estimates that the population of Wrexham will increase by 13,300 (9.7%) and by 2039, this will give a total population of approximately 150,000.

This is a larger increase than neighbouring North Wales Local Authorities: Denbighshire (2.7%), Flintshire (1.34%) and Powys (-7.73%).

DescriptionWrexham Wales

%Reference Population

Source & DateNo. %

Born in Wales 93,366 69.2 72.7

All people

Census 2011

Born in the rest of the UK 33,010 24.5 21.9

Born outside the UK 8,468 6.3 5.5

Welsh / English / Scottish / Northern Irish / British / Other

482 0.4 0.4

Other national identities only 6,615 4.9 3.4

All with Welsh identity 81,310 60.3 65.9

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5 http://www.wrexham.gov.uk/english/statistics/wrexham_statistics/census.htm

Welsh Language

According to the 2011 Census, 12.9% of people living in the County Borough consider themselves to be Welsh speakers.

Current tenure Type:5

Tenure Wrexham County Borough

All households 57029

Owned

Owned outright 17364 30.40%

Owned with a mortgage or loan 18908 33.20%

Shared ownership (part owned and part rented) 211 0.40%

Social rented

Rented from council (Local Authority) 10942 19.20%

Other 1861 3.30%

Private rented

Private landlord or letting agency 6062 10.60%

Other 713 1.30%

Living rent free 968 1.70%

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Home OwnershipProperties built privately for sale play a critical role in housing supply and economic prosperity. House builders vary from local family businesses, building small, bespoke housing developments to national firms bringing forward large sites. New housing, for those who can afford to buy properties, creates jobs, increases Council Tax receipts and brings more disposable income into the local economy of the County Borough. In addition, local businesses can expand and new ones can be attracted. It also generates demand for education, health services and new infrastructure, such as transport links, to support its delivery, which can create local pressures if not considered effectively. The Council’s Local Development Plan considers these issues and gives an indication of where housing development can take place to meet projected population increases and imbalances in housing supply during the period 2013-28.

Annual shortfall in affordable housing unitsIn 2019, the Right to Buy will be abolished. The Council will however, ensure that those who are eligible and wish to purchase their Council property, within the legislative timescale, have the necessary support and advice to do so.

The analysis of affordable housing needs from 2014/15 demonstrates that there is a requirement for additional units to meet the imbalance between supply and demand.

Affordable housing need 2014/15

Current need +4586Available stock 507Newly arising need 448Supply of affordable units per year 797

Annual additional affordable units needed (annual imbalance)

157

6 https://www.wrexham.gov.uk/assets/pdfs/planning/ldp2/march_2015/local_housing_needs_assessment.pdf

Housing by classification in Wrexham

Home Ownership 63.60%

Housing by classification in Wrexham

Council Accomodation 20%

Private Rented Sector 12%

Source: 2011 Census

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EqualitiesThe Local Housing Market Assessment 2015 (updated 2017) identifies that the majority of the County Borough’s population is “White British” with very small numbers of people from other ethnicities when compared to Wales as a whole. This is explained by the following charts.

White British 96.1%

White Central European/Eastern European 1.5%

Other White Groups 1.3%

Asian/British Asian 0.7%

Mixed Ethnicity 0.4%

Black/Black British 0.1%

Private Rented Sector 12%

2.0

1.8

1.6

1.4

1.2

0.8

1.0

0.6

0.4

0.2

0.0

Asian or Asian British Mixed Chinese or otherEthnic Group

Black or Black British

Ethnic Group

Perc

enta

ge o

f pop

ulati

on

Black, Asian and Minority Ethnic (BAME) Households in Wrexham County Borough

Chart 1: Minority Ethnic population of Wales 2009

Chart 1: Minority Ethnic Population of Wales, 2009

Black, Asian and Minority Ethnic (BAME) Households in Wales7

7 Source: https://gov.wales/docs/statistics/2011/110518sb422011en.pdf

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Although the survey numbers are small, it is important to understand the needs and services in terms of housing. The data can be broken down further and identifies that of those who are not “White British”;

• 59.5% live in Western Border and 33.8% live in the Wrexham sub-areas;

• 47.7% are owner occupiers, 35.1% rent privately and 17.3% live in affordable housing (social rented or intermediate tenures);

• 28.4% had a gross income of less than £300 each week,

• 430 BAME households were in some form of housing need. This equates to (18.9%) of the total BAME population, with overcrowding and difficult to maintain property as key needs; and

• 20.4% were dissatisfied with the state of repair of their homes.

Gypsies, Roma and TravellersAccording to the 2011 census, there were 103 people from a Gypsy, Roma and Traveller background, living in 30 households across Wrexham. The Housing Act (Wales) 2014 places a statutory requirement on local authorities to carry out and publish a Gypsy & Traveller Accommodation Assessment. This was undertaken in 2014/15 and was approved in March 2017.

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Equality Impact AssessmentThe Council and other public bodies in Wales are required to undertake an Equality Impact Assessment as part of decision making in order to understand the likely affect that decisions will have on the legally protected characteristics: Age (Children), Age (Older People), Disability, Gender / Sex, Pregnancy & Maternity, Race & Ethnicity, Religion & Belief, Sexual Orientation, Marriage & Civil Partnership, Gender Reassignment; in addition the Council includes Carers, Poverty and Welsh Language in its considerations. The overall Strategy has been Equality Impact Assessed and this indicates that its vision and priorities are expected to have a positive impact on individuals and groups with one or more protected characteristics. Specific actions and service changes will be assessed separately as and when they are introduced.

The Context: Challenges and OpportunitiesThis Local Housing Strategy is set against a background of changes that are taking place at a national level and will have a significant impact on Wrexham County Borough.

Austerity In a response to the global international financial crisis in 2007/08, which originated in the banking sector, the coalition UK Government introduced a fiscal policy to reduce the budget deficit through a combination of cuts to public funding and tax rises. Plans to balance the budget and move into surplus by 2020 have been accepted as not being possible, particularly in light of the result of the UK referendum of continued membership of the European Union. The impact of many years of successive funding cuts are seen at both the administrative level, where Councils and public bodies have received less money in their budget settlements but also at the level of the individual, where benefit levels and mechanisms have been reformed; personal debt has increased and employment patterns have changed across sectors. The financial crisis had a major impact on housebuilding and buying as mortgage products

became more costly and lenders required significant deposits.

In relation to Local Government settlement in Wrexham, the medium term financial plan indicates a shortfall of approximately £13 million for the period 2018 – 2020. This is in addition to the £18 million already saved over the last three years. Overall, the Council has had to make savings of £52 million since 2008.

In 2016, re-organisation of the Council led to the creation of a new Housing & Economy Department, which is a blend of housing and economic development functions. The new alignment of Housing, Assets and Regeneration within the department offers a new approach to the development of housing and housing related services, which will aid the delivery of the new Local Housing Strategy 2018-23.

Welfare Reform

Because of the way welfare benefits have been overhauled, some people have seen a reduction in the amount of housing benefit that they receive, or are no longer entitled to receive it. There will be a need to work with employment services and partner organisations, in order to have realistic discussions with housing applicants regarding routes into employment and their ability to sustain a tenancy.

£300,000

£250,000

£200,000

£150,000

£100,000

£50,000

£-

Arrears related to Universal Credit claimants

2016 2017Arrears related to Universal Credit claimants

2018

Rent arrears related to Universal credit claimants

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People claiming Universal Credit also face the additional challenge of having to actively manage their income. Housing costs will be paid directly to the claimant, every month, as part of their lump sum payment, when previously these were sent directly to the landlord.

As more people may struggle to meet their rent payments resulting from this new approach, the National Landlords’ Association has reported that a significant number of private landlords have become unwilling to accept Universal Credit claimants as tenants. As a result, social landlords will face even more pressure to find affordable solutions. With over half of the applicants on the Council housing waiting list requiring 1-bed properties, this will also increase the demand for shared accommodation that is affordable within the context of Local Housing Allowance, wages and benefits.

All housing organisations will need to work proactively with applicants and tenants as benefit claimants continue to be migrated onto Universal Credit, before the anticipated completion date of 2022. The ability to provide effective support, advice and signposting will be a crucial part of allocating socially-rented homes responsibly. There will be a need to understand the challenges that some will face, to try to keep rent arrears at a manageable level and aim to ensure tenancies are sustainable.

New tenants will need support to manage their personal finances and financial “health checks” will be useful in helping to facilitate informed decisions. The Council will never refuse to house a person on the grounds of affordability, but this financial check provides a snap shot of an applicant’s finances that can support more viable outcomes.

Withdrawal from the European UnionFollowing the referendum on the UK’s relationship with the European Union in 2016, the national Government has been leading negotiations on the withdrawal from the European Union and the single market. The deadline for agreeing the exit arrangements is 29 March 2019 and at the time of publication, there is no clear agreement between the UK Government and the European Union, nor is there political consensus at the UK level. The implications of BREXIT are complex and unresolved but key issues as identified by the Welsh Local Government Association include:

• Future trading arrangements;

• Economic migration;

• Loss of EU grants and subsidies;

• Legislative arrangements across key areas of interest (procurement, state aid, environment, waste, consumer protection, consumer rights, etc.)

• The devolution of EU powers;

• Place based impact of Brexit;

• Employment and community cohesion.

Economic uncertainty resulting from the lack of a confirmed exit plan will most likely have impacts on business confidence and economic performance, which could be material in terms of housing and housing related services.

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North East Wales Border and Coast

National Connectivity

Regional Connectivity

Key Settlement of National Immportance

Primary Key Settlement

Cross Boundary Settlement

key Settlement

Hub

Coastal Tourism Potential

Inland Tourism Potential

Key Regeneration Area

Key Business Sector Area

Area of Outstanding Natural Beauty

Blaenau Ffestiniog

Bala

Betws-y-Coed

LlanrwstDenbigh

Colwyn BayPrestatynRhyl

Trawsfynydd

Llanberis

Conwy

Ruthin

PorthmadogPwllheli

Nantlle

Llandudno

Bethesda

Llanfairfechan Deeside

Penygroes

Caernarfon

Penmaenmawr

Broughton

FlintSt Asaph

Mostyn

Connah’s Quay

LlangollenPenrhyndeudraeth

Llandudno JunctionAnglesey

Airport

Mold

Holyhead

Llangefni Beaumaris

Chester

Wrexham

Bangor

Growth Deal and Regional LinksWrexham’s location makes it central to a number of economic growth and regeneration initiatives in North Wales and North West England. As the economy of the County Borough grows, this will have an effect on the demand for housing. The relationships and drivers for economic growth are expressed in the following diagram.

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North Wales Growth Vision:8

This is a single, joined-up vision for economic and employment growth for North Wales. It will be achieved through collaboration and partnership working, with a strong private sector involvement and a “Team North Wales” approach, building close economic relationships with neighbouring areas. This includes the development of a house building accelerator project supported by a consortium of stakeholders including Registered Social Landlords.

Mersey Dee Alliance:9

The partnership recognises that the area represents a single economic sub-region with a population of close to 1 million, which is divided by a national boundary. Partners agree to work together on common strategic interests to ensure a sustainable future for the area, and facilitate a coherent approach to social, economic and environmental issues.

Northern Powerhouse:10

The Northern Powerhouse is an ambition to bring together the great cities, towns and rural communities of the North of England and Wales to become a powerhouse for the economy supporting business growth opportunities to better rival that in the south.

Key Stakeholders and ConsultationThis Strategy has been developed through engagement with a wide range of stakeholders including input from a number of Council departments and external partners, as well as full, public consultation.

Contributions from internal and external stakeholders and the consultation feedback has provided the information, opinion and priorities needed to deliver clear objectives and outputs. The action plan is a working document. It is measurable and holds the Council accountable for overall delivery. To achieve this, there needs to be joint working with key stakeholders throughout the life of this Strategy, to ensure that where areas of work overlap, services will be delivered as seamlessly as possible.

Internal stakeholders include the following Council Teams:

• Assets;

• Adult Social Care;

• Environmental Health;

• Housing Management and Enforcement;

• Housing Options;

• Housing Repairs;

• Planning;

• Supporting People; and

• Sheltered Housing. External Stakeholders include:

• The wider community, including tenants and residents;

• Registered Social Landlords;

• Public sector bodies linked to housing, such as the Local Health Board and Police;

• Wrexham Public Services Board, Wrexham Tenant & Member Partnership and Tenant Service Improvement Groups; and

• Representatives of the Private Rented Sector.

8 https://moderngov.wrexham.gov.uk/documents/s9675/Appendix%201.pdf

9 http://www.merseydeealliance.org.uk/

10 https://northernpowerhouse.gov.uk/

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During its development, the Strategy or elements thereof, have been presented, discussed publically and where appropriate, approved at the following:

12 April 2017 WCBC Homes & Environment Scrutiny Committee

21 April 2017 Wrexham Tenant & Member Partnership

8 November 2017 WCBC Homes & Environment Scrutiny Committee

20 December 2017 WCBC Homes &Environment Scrutiny Committee

28 February 2018 WCBC Homes & Environment Scrutiny Committee

9 March 2018 Wrexham Tenant & Member Partnership

24 April 2018 WCBC Member Workshop

14 June 2018 Wrexham Public Services Board

4-5 July 2018 Wales Audit Office Visit

11 December 2018 WCBC Executive Board

During an 8-week consultation period in May / June 2018, 150 people completed the online consultation, conducted on the Public Services Board’s Your Voice Hub. The direct feedback and representations from public consultation have been published online to accompany the completed document.

The response to the Strategy’s main principles was positive with the following responses:

Do you agree that the actions we have suggested will help to create more housing, more choice in Wrexham? 55% either agree or strongly agree.

Do you agree that the actions we have suggested will help to create better services to improve people’s lives in Wrexham? 64% either agree or strongly agree.

Do you agree that the actions we have suggested will help to create better quality homes and communities in Wrexham? 67% either agree or strongly agree.

Wales Audit Office This Strategy has been influenced by feedback from the Wales Audit Office, which included the emerging, draft Local Housing Strategy within its audit programme for 2018/19. The end result has been strengthened by the audit process but this has come with some compromise to the Council’s initial vision for more compact and accessible documentation.

Sustainable Planning Well-being of Future Generations (Wales) Act 2015Sustainable development is about ensuring that the needs of the present are met, in terms of improving the economic, social, environmental and cultural well-being of an area without compromising the ability of future generations to meet their own needs. The Council has a focus on three strategic planning themes; Economy, People and Place and a corporate theme of Organisation to build an efficient and effective organisation that can best support local well-being.

When planning services, we will consider the level of local need and the resources available to respond. We will then consider the seven planning principles, which we have defined to help us plan and enable the most fair, effective and sustainable services that we can, within available resources.

The Council’s seven planning principles adopted from Welsh Governments Well-being of Future Generations Act are Long Term, Involvement, Prevention, Integration, Collaboration, Welsh Language and Vulnerabilities.

Within this document, you will note that the icons are used to code the actions in the action plan to demonstrate the relevant Sustainable Planning Principle(s). A summary of how the principles are considered within the context of the Strategy is presented as follows:

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Prevention comes firstImbalance in housing supply means more properties are needed to accommodate the growing population. This is not only a question of numbers but of type and choice. A balanced supply is needed to meet specific needs; family size, disability, affordability, otherwise people will be inappropriately accommodated, which can lead to issues over wellbeing, poverty and homelessness. Housing is a basic human need, without it, vulnerabilities can be exposed and outcomes are worse. Good quality, well-maintained, appropriate housing can prevent low attainment at school; and declines in mental and physical health by providing a safe environment to live in.

Prioritise the most vulnerable

Census 2011 data is falling increasingly out of date but provides the key baseline for understanding the demographic in the County Borough, the new Census will take place during the lifetime of this Strategy. The public consultation on the Strategy has enabled the collection of important data relating to key protected characteristics that will inform the Equality Impact Assessment process.

This is by no means stating that people who have a protected characteristic are vulnerable but it is accepted that where one or more protected characteristics interact, negative impacts can be more pronounced and outcomes affected.

The North Wales Population Assessment identifies that people may be considered vulnerable if they are or have been affected by homelessness; substance misuse; veterans of the Armed Forces; prison leavers; Gypsy, Roma and Travellers; victims of domestic abuse; sexual violence; care leavers; refugees and people who have been trafficked.

As a Community Leader and Housing Authority, the Council will prioritise its services and provisions to have the greatest impact in supporting and protecting those who would otherwise find it difficult based on their circumstances.

Long-termThe Housing Strategy has a five-year lifetime, which in itself is not considered long-term. It does seek to complement the emerging Local Development Plan, which will last three times as long.

Housing is a product that has the potential to last many decades if looked after properly, so investment in new stock, whether built, bought or refurbished, needs to be seen in that context. Actions and services also need to consider how to enable people, who are generally living longer, to remain in the family home as long as possible, when they wish to do so.

Over time, flooding both in terms of fluvial and surface water will reduce the amount of developable land that is available and accurate investment decisions must be taken to avoid building properties in areas that are not sustainable later down the line. Whilst land-banking is rare in Wrexham, the lack of developable land for housing is a limiting factor to supply; land acquisitions should consider how best to exploit land-locked sites and accesses.

Population change is a major driver. Mortality rates are reducing thanks to ever improving healthcare and Wrexham already has a demographic that will see larger cohorts of people move into older age. Understanding trends and projections will be vital to decision making.

Consult and involveThe Local Housing Strategy is ultimately about people, and the services required to support healthy, prosperous and safe lives. In order to understand people it is necessary to engage with them and consider their views. The Council consults on a number of key public issues, and the Housing Strategy is one of them.

There will be a number of other key public issues that will be consulted during the lifetime of this Strategy; including The Older People’s Housing Needs Assessment and a Homelessness Service Review. They will feed into this Strategy and help shape future actions within this plan.

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The Council has a number of mechanisms for engaging and consulting with its stakeholders: Connect Magazine, Housing Hotline and the Council website all provide relevant and up to date information. Estate Offices and Contact Centres are open throughout the week to provide services and engage with tenants. The ongoing development of social media platforms has an important role to play.

The Tenant & Member Partnership, which comprises of Tenant Representatives and Local Elected Members acts as a means for exchanging views and ideas as well as being a constructive challenge. The Tenant Representatives have helped shape the Tenant and Leaseholder Participation Strategy and take part in Service Improvement Groups that have a positive impact on service delivery.

Integrate and collaborateThe true benefits of the considerable potential investment in housing will only be realised if linkages are formed and integration and collaboration is able to take place.

The following have been identified as examples where integration and collaboration are needed or require improvement.

• Local Health Board and Adult Social Care over step-down provision

• North Wales Housing Accelerator Programme

• Delivery of the Town Centre Masterplan Vision of more town centre living

Welsh LanguageAlthough located on the border with England, the County Borough includes very distinct pockets of Welsh-speaking communities. The delivery of the Local Housing Strategy will not only recognise the legislation in place to promote and support the Welsh Language but also the spirit of the Welsh Language Measure in

allowing people to communicate in the language of their heritage and their choosing.

According to the 2011 Census 12.9% of the population of Wrexham County Borough, identify themselves as being able to speak Welsh. There is variation at ward level from 7.6% to 31.2% and there are distinct communities where the proportion of Welsh speakers is significantly higher (>5%) than the average (Coedpoeth, Glyn Ceiriog, Minera, Pant, Penycae and Ponciau.)

Housing and housing services are available in Welsh and developments will acknowledge the historic and cultural heritage in which they are taking place.

Wrexham Public Services BoardWrexham Public Services Board is a statutory body that has adopted and contributes to the seven national well-being goals set out in The Well-being of Future Generations (Wales) Act 201511.

These are:

• A prosperous Wales• A resilient Wales• A healthier Wales• A more equal Wales• A Wales of cohesive communities• A Wales of vibrant culture and thriving Welsh

Language

• A globally responsible Wales

The Public Services Board published a well-being assessment in March 201712 . This sets out how partners aim to respond to key drivers in the County Borough. Housing has a part to play alongside the themes of health, economy, employment, safeguarding and diversity. The information contained in the well-being assessment, the national well-being goals and the emerging Well Being Plan is vital to understand the needs of the County Borough when delivering the Housing Strategy.

11 http://gov.wales/docs/dsjlg/publications/150623-guide-to-the-fg-act-en.pdf12 http://www.wrexhampsb.org/well-being-assessment/

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The Council has developed a multi-layered spatial tool for mapping housing demand. This is used to support evidenced based decisions on where to target new housing development and provision, to make best use of funds available.

The mapping tool includes data sets such as:

• Demand;

• Location;

• Land supply;

• Financial products (borrowing/ grant / market);

• Financial risk;

• Housing viability;

• Local Housing Market Assessment areas;

• Housing needs (size of units, adaptations / specialist);

• Affordability;

• Trends relating to welfare reform and incomes;

• Adjacent competing or complementary developments.

The spatial mapping tool will continue to develop as technological advances become available. Internally, work will be done to scrutinise and examine the data sets that are held concerning demand and utilisation of social stock. This will be one way of ensuring that the Council and its partners have a robust method of making strategic decisions relating to future housing supply and further exploration will take place into how this information can be effectively shared.

This approach will support part of the evidence base needed to increase the supply of market housing and other housing models in line with the Local Development Plan, which when complete will be added in as a new data layer.

Strategic Decision Making

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Theme 1:

More Housing ChoiceWhilst current projections clearly point to a need for new, additional housing in the County Borough, it is vital that the response considers ‘what’ is built and ‘how’ and not just ‘how many’. It is recognised that new housing sites will have to come forward but all opportunities to reuse and redevelop previously used land and buildings should be considered in delivering housing units.

Under this theme there will be a focus on working to;

• increase the supply of affordable and Council housing through the “Build & Buy” programme providing a choice of tenures and property types in locations that meet demand;

• evaluate existing stock for best use, redevelop, refurbish or reclassify to maintain choice and supply;

• progress and strengthen existing work on empty properties, using all available means including “buy-back” and compulsory purchase;

• make it easier for people to apply for housing by working effectively with RSL partners to develop balanced waiting lists and nominations;

• evolve the Council’s Local Lettings Agency to promote good practice, high standards and provide more choice of tenure to meet needs;

• proactively engage with private developers to maximise the benefit of market housing and ensure effective use of the planning process to deliver affordable housing contributions; and

• bring forward housing development strategies in partnership.

This is in response to the following issues

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Table 4.4 Lower Quartile and median price and income required to be affordable

Wrexham County BoroughHouse Price (£) Income to be affordable*

2000 2017 2000 2017Lower Quartile £41,250 £110,000 £10,607 £28,286 Median £58,000 £143,500 £14,914 £36,900

*Assuming a 10% deposit and 3.5x income multiple is required for a mortgage

Relative affordability of median prices by Welsh Local Authority (residence based)District Median House

PriceMedian Gross Earnings P/W

Annual Gross Earnings

Median income to House Price ratio

Anglesey £142,500 £445 £23,130 6.2Denbighshire £125,000 £417 £21,705 5.8Gwynedd £136,000 £449 £23,327 5.8Conwy £144,000 £516 £26,811 5.4Wales £134,950 £479 £24,929 5.4Flintshire £137,500 £510 £26,494 5.2Wrexham £129,000 £480 £24,970 5.2

13 https://gov.wales/docs/statistics/2017/171115-affordable-housing-provision-2016-17-en.pdf

14 Source: Data produced by Land Registry © Crown copyright 2017 (2017 data relates to Jan-Jun 2017)

In terms of relative affordability based on median prices, Wrexham County Borough is moderately affordable, with a median income to house price ratio of 5.2, compared to a Welsh average of 5.4. Source LHMA 2015

Affordable Housing Need The Welsh Government defines affordable housing as follows:

“Affordable housing applies to housing where secure mechanisms are in place to ensure that it is accessible to those who cannot afford market housing, both on first and subsequent occupation.”13

The number of households in need of affordable housing is taken from the updated 2017 Local Housing Market Assessment and uses Welsh Government calculation guidance to help forecast the arising housing demand. 14

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Housing SupplyThe Council is one of the largest stock-retaining local authorities in Wales. The following tables provide details of the current Council stock and an overview of demand for Council housing by Local Housing Office area.

Plas Madoc Number of units

1 Bedroom 435

2 Bedroom 877

3 Bedroom 849

4 Bedroom 4

5 Bedroom 1

6 Bedroom 2

7 Bedroom 0

Total 2168

Broughton Number of units

1 Bedroom 350

2 Bedroom 509

3 Bedroom 670

4 Bedroom 10

5 Bedroom 6

6 Bedroom 0

7 Bedroom 0

Total 1545

Caia Number of units

1 Bedroom 445

2 Bedroom 948

3 Bedroom 1127

4 Bedroom 53

5 Bedroom 3

6 Bedroom 1

7 Bedroom 1

Total 2578

All Council Stock Number of units

1 Bedroom 2446

2 Bedroom 3867

3 Bedroom 4701

4 Bedroom 115

5 Bedroom 12

6 Bedroom 3

7 Bedroom 1

Total 11145

Rhos Number of units

1 Bedroom 276

2 Bedroom 414

3 Bedroom 549

4 Bedroom 7

5 Bedroom 0

6 Bedroom 0

7 Bedroom 0

Total 1246

Wrexham Central Number of units

1 Bedroom 636

2 Bedroom 786

3 Bedroom 801

4 Bedroom 32

5 Bedroom 1

6 Bedroom 0

7 Bedroom 0

Total 2256

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Gwersyllt Number of units

1 Bedroom 304

2 Bedroom 333

3 Bedroom 707

4 Bedroom 9

5 Bedroom 1

6 Bedroom 0

7 Bedroom 0

Total 1354

1 bed 2 Bed 3 bed 4 BedNo of Relets 384 643 386 8No of households on the Register 851 435 266 54

Property Type Sheltered Housing

Number of units

Bedsit 42

1 Bed Flat 321

1 Bed Bungalow 161

2 Bed Flat 105

2 Bed Bungalow 26

3 Bed Flat 1

Total 656

The following table shows the number of council properties that were re-let during 2017/18 in relation to the number of people on the housing register. This shows a lack of demand for two or three bedroomed properties and a high demand for one and four bedroomed properties.

Consultation feedback, research and review of the data suggests that there are certain areas of the County Borough that lack specific types of housing. For example, there is a shortage of bungalows in parts of the County Borough, whilst some outlying villages lack one bedroom general needs accommodation.

There is a need for more housing as evidenced through the emerging Local Development Plan and the Local Housing Market Assessment 2015 (updated 2017). This is generally needed to meet an increasing population but it is also about ensuring the right type of new housing comes forward in the right places.

Welsh Government’s ‘Programme for Government’ sets out a commitment to bring forward 20,000 new affordable homes during the lifetime of the current administration. Local authorities and Registered Social Landlords can access a wide range of funding opportunities and products to help meet this target.

Since the last Housing Strategy, the Council has helped to increase local housing supply by facilitating the completion of 977 homes in the County Borough, which was 829 private homes and 148 social homes.

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Year Total Completions Private1st April 2013 – 31st March 2014 215 1791st April 2014 – 31st March 2015 235 2071st April 2015 – 31st March 2016 199 1571st April 2016 – 31st March 2017 328 286

Building New Homes

0

50

300

350

100

150

200

250

2013/14 2014/15 2015/16 2016/17 2017/18

Total Comps

Private

RSL

Public

Source: Wrexham County Borough Council Planning Department

The Council is limited in its options to build new affordable homes in certain areas because it does not own sufficient land. The success of any new build project, therefore, will be improved through effective partnership work.

Following changes to the Housing Revenue Account in April 2015, Welsh stock-retaining local authorities are now able to invest the rental income generated in to their housing stock. This will allow them to meet the

Welsh Housing Quality Standard and build or purchase new homes.

The announcement in the 2018 Autumn Statement that the Housing Revenue Account borrowing cap will be abolished, provides another significant opportunity for the Council to deliver a meaningful house-building programme.

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Empty PropertiesAn empty property is defined as one that has been vacant for 6 months or more, so this does not tend to include housing voids resulting from normal housing management processes. Data in 2017 showed that the majority of empty properties were found within the private sector.

Empty properties represent un-tapped potential for use as accommodation and can have a negative effect on the appearance and vibrancy of an area. In order to bring properties back into use there needs to be a more effective balance between support, such as access to home improvement, empty property loan schemes and the use of enforcement powers where owners are unwilling to address issues voluntarily. Whilst these properties are predominately in the private sector, the Council has an important role in monitoring, regulating and bringing properties back into use.

There has been an increase in the number of empty properties from 2016 as a result of more integrated data analysis, which identified a truer picture of the number of empty properties, which were previously not classified correctly.

The Council is currently working with private owners to address the quality and standard of properties across the County Borough including long-term empty properties. Efforts are being made to intervene in long-term empty properties at the earliest opportunity to avoid issues becoming a potential problem.

Making the best use of existing stock can have a considerable impact on meeting housing demand. Therefore, there is a need to tackle under-occupation and empty homes. A comprehensive Empty Homes Plan is being developed, and significant resources have been committed to tackling the negative effect they have on neighbourhoods. These resources have been developed in conjunction between the Council and the Welsh Government.

Returning empty homes into use is a national priority as outlined in Welsh Government’s Houses into Homes Scheme. At the start of the Local Housing Strategy period, there were 709 empty properties in the County Borough that had been empty for more than six months. This period saw a significant increase in the number of long-term empty properties due to changes in the Council Tax rules, which resulted in an additional 50% premium being charged for some empty properties. Within Wrexham County Borough, the highest density of empty properties is within the town centre, where regeneration is needed and where there are opportunities to create additional residential accommodation by converting empty upper floors of retail premises through a scheme called Homes Above Retail Premises.

Number of empty properties in the County Borough 2012 - 2018

Empty as at 1 April

Brought back into

use2017/2018 709 38

2016/2017 419 35

2015/2016 267 34

2014/2015 250 43

2013/2014 286 29

2012/2013 206 20

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Private Rented Sector

Number of registered properties

2016/17 5,960

2017/18 6,733

Number of registered landlords

2016/17 2,985

2017/18 3,564

There has been an increase in the number of privately rented properties, the number of Houses in Multiple Occupancy and the number of people, who are renting privately. This is in part, because there is an insufficient supply of suitable social housing to rent and due to the rapid increase in the cost of both renting privately and home ownership. This has been a particular issue in the town centre.

Wrexham is home to Glyndŵr University and student accommodation has been available through a mix of on-site and private housing options. The University’s

Campus 2025 Strategy will see changes to the provision of controlled accommodation, which could affect the dynamics within the private rented sector going forward.

Under the last Local Housing Strategy, the Council developed a Local Lettings Agency to discharge its homelessness prevention work and this operates extensively in this sector. It acts as a bridge between social and affordable housing. It also helps to enforce the Rent Smart Wales regulations; strengthening the position of reputable landlords, increasing trust in the private sector and continuing to tackle non-compliant landlords.

The Local Lettings Agency needs to grow to meet needs and offer access to housing for those unable to buy or to access social housing. A single application process, for accommodation owned by the Council or the Local lettings Agency, would be an easier and more flexible way for applicants. The choice and amount of homes increases and having one housing register will make it easier to provide more housing options. This will be explored during the lifetime of this Strategy.

The Private Rented Sector can be a viable alternative to social housing but continued work will be needed to ensure that it is a safe and attractive one. Developing the Local Lettings Agency further, will provide better access to attractive housing options, which should help to reduce the pressure on the available affordable housing stock.

The Local Lettings Agency needs to increase its stock. The Council will continue to work with developers to ensure that engagement is worthwhile for them and that it meets the housing needs identified by the Council. This will include other affordable housing products, such as Intermediate Rent, Homebuy, Rent to Own and Shared Ownership.

5,400

Number of registered properties

2016/17 2017/18

Number of registered properties

5,600

6,6006,800

5,8006,0006,2006,400

Number of Registered Properties

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Abolition of the Right to Buy

Since 1989, the Right to Buy has allowed Council tenants to purchase their home at a discounted price. Following a national consultation exercise, Welsh Government has announced that the Right to Buy will cease in early 2019. Tenants can apply to purchase their property up until 25 January 2019. After this date, no further applications will be considered.

Since its introduction, the Council has sold 7,780 properties. It has not been possible to replace them with new Council homes meaning a net loss of units.

Scotland abolished the Right to Buy in 2016, where during the final year of the scheme, sales increased by 44%. 15Welsh local authorities are expecting a similar rise in applications in the run up to the scheme ending and it needs to be acknowledged that in the short term, the new building activity is unlikely to be sufficient to address the imbalance caused by further sales.

Whilst the ending of the Right to Buy will stabilise the number of Council properties available for rent, there will still be a shortage of social housing in some parts of the County Borough, especially in outlying rural areas where stock is already limited.

Whilst it is anticipated that there will be a large number of new applications, there will also be a number of properties that may come back into Council ownership. The Housing (Right of First Refusal) (Wales) Regulations 2005 means that any property bought under the Right to Buy programme, cannot be sold on the private market, within ten years of purchase, without first being offered to the Council.

Former Council houses are an affordable asset and re-purchase of them is a realistic way to meet housing demand. The Buy Back Policy allows the Council to purchase former Council properties. Purchases will be made as a way of helping to meet housing need, taking account of factors such as demand, cost effectiveness and any strategic benefits.

Section 106Section 106 requirements mean that private housing developers must supply a proportion of affordable housing on new build sites as well as contributing to education and infrastructure. There is also the opportunity for local authorities to buy additional properties from private developers to increase socially rented stock in areas of demand. Early engagement is critical between developer and the Council’s Housing and Planning departments to ensure that the maximum amount of appropriate housing products can be secured on a site by site basis.

In areas where the supply of market housing is increasing, the Council will ensure that it engages with private developers to try to address any imbalances in terms of location and property type that have been identified as well as seeking solutions to viability as per the viability assessment.

Source: Wrexham Council Period 2008 - 2017

0

Prop

ertie

s sol

d

Right to buy sales

5

30

35

10

15

20

25

15 http://www.cih.org/resources/PDF/Wales%20Policy/wyntk_rtb_1152017.pdf

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Adapted / Specialist Housing for older people and people with complex needs

The provision of housing for older people is, therefore, important. Higher life expectancy, longer periods of retirement and improvements in health care will lead to increased demand. It is vital that stock reflects these changes. Unsuitable housing can have a detrimental effect on an individual’s well-being and place a financial burden on other services such as the NHS. Therefore, it is important that this type of housing stock reflects changing aspirations, lifestyles and demands, to ensure it meets the requirements of current and future generations.17

During the last financial year, the Council spent £1,643,471 and completed 270 Disabled Facilities Grants to ensure that people are able to live independently in their own homes for as long as they wish to do so.

There are two recent developments of housing for veterans in the County Borough and work is ongoing with Adult Social Care and Registered Social Landlords to increase the provision of specialist housing to meet complex needs in relation to disability, mental health and transition out of care.

There is a need to work with local Registered Social Landlord partners and developers to monitor demand and explore other models of housing, particularly in the private sector to reduce the strain on social housing.

The Council will also aim to make best use of socially rented stock. With the significant investment that is made in adapting properties, it is essential to manage these assets as best as possible. This should lead to adaptations being fully utilised beyond the duration of the current tenant, for the benefit of future occupants.

What we will do

Deliver a Build and Buy ProgrammeThe Council has been unable to build houses for social rent since 1989. Recent changes to legislation, however, mean that there are now significant opportunities to increase Council stock, provide high quality homes and create employment opportunities.

Since the abolition of the Housing Revenue Account Subsidy arrangements in 2015, Councils can now self-finance the building of new homes and as such, a separate “Build and Buy” programme has been implemented by the Council, which allows all avenues of house acquisition to be considered.

The Council will set indicative budgets within its 30 year Housing Revenue Account Business Plan to deliver its Build and Buy Programme that will allow the development of new units, refurbishment or re-use, the buy-back of ex-Council homes and the purchase of units off-plan or off the shelf.

The building of new Council homes is seen as a positive way to provide new affordable homes and sites have been identified for their delivery with an expected 28 units coming forward in the first phase of building. The Council will seek a development partner(s) to assist with meeting its housing building aspirations until it can mobilise sufficient capacity.

Number of Sheltered Lets2014/15 852015/16 922016/17 1282017/18 84

The Welsh Government predicts that by 2033, 26% of the Welsh population will be aged over 65.16

16 http://www.assembly.wales/NAfW%20Documents/ki-020.pdf%20-%2003112011/ki-020-English.pdf

17 https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/535187/gs-16-10-future-of-an-ageing-population.pdf

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Collectively the sectors need to consider:

• Providing mixed tenure projects that meet identified housing needs.

• Joint ventures that harness the expertise and skills of all partners.

• Land supply and quality.

• Innovative design and materials.

The Council aspires to use in-house labour when developing new housing but recognises that it has been some time since it embarked on house building. It will be necessary, over time, to develop ways to support the existing Council workforce to up-skill and to share expertise and good practice amongst those who will be maintaining the homes in the future. Maximising Community Benefits can help with this work, whereby the procurement process can be used to secure training opportunities, work placements and apprenticeships for members of the existing workforce and people in the local community who are seeking employment in the construction industry. It is anticipated that the Community Benefit approach can support:

• existing Employability Programmes that develop a local workforce;

• in-house labour “work experience programme” in design and build stages with partners;

• local apprenticeships and training opportunities;

• refurbishment and sustainability of community facilities;

• presentations by contractors at school/college careers days;

• sponsorship of community events & initiatives; and

• opportunities for Small and Medium Sized Enterprises; and work placement/experience opportunities.

The Council Planning Department will work closely with developers and Registered Social Landlords to try to ensure that the right types of housing are delivered, taking account of local demand.

This work will include working with landowners, bringing vacant land back into use to support delivery of housing, supporting owners in marketing land available for housing delivery and reviewing areas of Council-owned land to assess their suitability for housing development.

A key aim of the Growth Vision for North Wales is the “Housing Building Accelerator Project”, a partnership between Councils and Registered Social Landlords, with access to funding from the new Development Bank of Wales. The project is to increase the speed at which, developments can be brought forward resulting in more housing for people in the region.

Undertake stock evaluation to support choiceOver time, the majority of Council accommodation for families has generally remained fit for purpose, although it is appreciated that people’s aspirations, needs and demands have changed since they were built. However, this is not always the case and so properties will be assessed for suitability.

A study of the housing aspirations of older people is carried out every 5 years, with the most recent taking place in autumn of 2018. This has highlighted a number of issues in terms of the suitability of sheltered Council stock and the services it provides.

An example of this is the former residential care home at Nant Silyn, Wrexham. Following a site evaluation, the Council has decided that it does not serve its purpose, nor does it meet demand. As a result, the site is due to be redeveloped to supply housing that will meet current demand.

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There will be an ongoing appraisal of Council housing for older people, which will include bringing current accommodation up to the requirements of Welsh Housing Quality Standard, wherever possible. An options appraisal will not provide all the answers. There will be a need to increase the supply of innovative extra care, retirement and intermediate market housing to help meet projected future demand. More flexible housing options will also be needed for specialist client groups, especially in situations where it is not necessary or appropriate to have age restrictions on residency.

Improving access to suitable housing will increase choice and help to make tenure more sustainable, giving people the ability to live independently in their communities for longer.

Following the findings of the options appraisal, work will be done to make best use of stock by considering the following general options:

• where possible, carry out internal remodelling of current stock within existing footprints;

• extending or redeveloping stock, where it is not possible to carry out internal remodelling within existing footprints; and

• decommissioning or changing the use of stock, if it is unsuitable for remodelling or redevelopment and is no longer able to meet current needs.

Support Appropriate Market HousingThe Local Housing Market Needs Assessment and the Welsh Government population projections demonstrate there are not enough homes and importantly not enough homes of the right type to meet needs in the County Borough. This mirrors national trends where there is a widening gap between supply and demand that needs to be addressed.

Work will need to be innovative to operate within funding restrictions and construction guidelines to ensure future proofing of design and development.

Partnership approaches between Councils, Registered Social Landlords and the private sector are key to creating wider and more efficient routes into affordable housing. Market housing is a key part of housing choice and there is a need for partners to engage with national and local house builders to inform their work and ensure the housing needs of the County Borough are met and support is available to aspire towards home ownership. This will also involve consideration of support to stalled sites, which can be accessed through the Development Bank of Wales.

The Council will aim to explore the various options that are available for supplying new housing. The revised Local Development Plan will be adopted during the lifetime of this Housing Strategy. It identifies strategic sites, where market housing can be developed, in line with projected population growth. The planning process will help to secure units of affordable housing, when new developments come forward, through Section 106 agreements, which require developers to provide a certain number of affordable homes set against thresholds established in the Local Development Plan policies.

Focus on affordability and increase tenure optionsDue to the limited numbers of homes available, it is not unusual for housing applicants to face difficulties finding and accessing the right type of accommodation in the right areas. In addition, as people’s lives change, different types of housing might be needed, to reflect personal, work and family commitments.

Improving access to suitable housing can contribute to more sustainable housing solutions and the ability to live independently in communities for longer. The needs of Key Workers are not fully understood and work will take place to inform this based on the significant number of people employed within the public sector in the County Borough through Betsi Cadwaladr University Health Board, the emergency services and the more recent addition of HMP Berwyn.

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Closer working with partner social housing providers will allow best use of available housing stock, make it easier for people to find suitable accommodation, deliver new homes and continually review supply and demand.

The continued involvement and promotion of Tai Teg, the Affordable Housing Register, will support access to affordable products that can secure new housing units for those individuals and families who aspire to home ownership. Improved liaison between developers and Tai Teg will mean better awareness of the potential pipelines of new properties becoming available, allowing prospective buyers to prepare accordingly.

There are existing nomination agreements with Registered Social Landlords. These are reviewed regularly to ensure that they are working effectively, that nominations are being made in a way that is acceptable to all partners and that properties are allocated in a fair and transparent manner. This is part of the work of Wrexham Housing Alliance, whilst focus and working groups will be set up to further develop and refine the nominations process.

Further develop the Council’s Local Lettings Agency A larger and more robust Local Lettings Agency will ensure that there is a Council presence in the Private Rented Sector. This will help to provide good quality affordable housing that is value for money. The Local Lettings Agency will also be able to address shortages that the Council has in the supply of certain property types, for example one-bedroom properties.

Publicising and sharing the success of the scheme is important for its growth. It can help to provide more housing choices and relieve pressure on the social housing register.

Develop appropriate housing for Older PeopleCarefully matching applicants to suitable properties, should reduce the amount of additional work that is needed, when occupancy changes, and will help to achieve better value for money and a more sustainable situation for the tenant. This work will begin during the lifetime of this Strategy. Meeting the future needs of the County Borough’s ageing population will require a focus on development of new or refurbishment of existing units and this will be included in the Build & Buy approach.

Support Self-Build optionsWelsh Government is promoting self-build as a means of reaching the national target of providing an additional 20,000 affordable homes.

The UK has a very low rate of self-build compared to other EU countries. In addition, a few large-scale developers dominate the home building industry in Wales. This has led to pieces of public owned land lying fallow because developers do not see them as economically productive. These sites do have the potential to be developed by individuals in housing need.

In order to achieve this, Welsh Government are asking Local Authorities to:

• identify suitable plots of land;

• ensure all necessary planning permissions have been sought and approval given;

• arrange to have a pattern book of suitable property layouts and plans available, for purchasers to choose from;

• carry out all necessary remediation works if necessary18; and

• have a system in place for assessing applications.

This is a housing option that the Council will explore, promoting and supporting local people and businesses to maximise land opportunities that are unlikely to be developed by bigger construction developments.

18 There may be funds available from the Development Bank for Wales.

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Support and regulate the Private Rented SectorWhilst local Councils usually own and manage the largest socially rented stock in an area, the private rented sector is also an expanding market, offering both opportunities and challenges in terms of quality, standards and access.

The standard of housing in some parts of the private rented sector is a cause for concern. Focused efforts are required to raise standards and quality of life in these properties. Poor standard accommodation affects the tenants living in those conditions and often impacts upon the communities in which these properties are located. Working to regulate and improve standards in these properties will ensure more appropriate units are available to meet the demand in the County Borough.

The new Renting Homes (Wales) Act 2016 will introduce new contracts with increased security and protection for both tenant and landlord, for all new and existing tenancies across the whole of the rented sector.

Support a reduction in Empty PropertiesThe Council will make use of all the tools available, both voluntary and if necessary through enforcement methods, to reduce the number of empty properties and to ensure the provision of further good quality residential accommodation across the County Borough. This will include carrying out works in default and using compulsory purchase orders in exceptional circumstances, when all other options have been exhausted.

In addition, there will be ongoing work, in the following areas:

• Monitoring the standard of homes to provide timely advice and assistance to owners.

• Promoting schemes such as Houseproud and Renovation Grants.

To create vibrancy in an area and to promote local heritage; the Council will carry out improvement work to existing infrastructure and facilities, such as shops and unused buildings. This regeneration work will be carried out in a way that complements and enhances local heritage and traditional buildings in the vicinity.

This type of work will be carried out in Wrexham town centre to improve and promote its attraction. The aim is to create sustainable, good quality housing in the town centre, which, in turn, will generate employment, training opportunities and improved leisure facilities.

The Council is developing improved methods to identify unused homes. This will ensure the Council is able to ensure an accurate picture of the number of empty homes across the County Borough, help to support the regeneration of communities, increase access to good quality housing and increase income for the local authority, by creating a larger Council Tax base in conjunction with a range of partners. By adopting a more proactive role and aiming to work at a regional level, the Council will seek to tackle the problem of empty homes, deter owners from allowing properties to fall into disrepair and maximise the number of houses that are being used as homes.

Applying all available means to bring empty properties into use includes advice, loans, enforcement and compulsory purchase and management orders. There will also be increased housing-led, regeneration and investment in the County Borough.

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Deliver housing through Town Centre regeneration

Regeneration is key to improving the quality of housing available. The Council Plan sets out ambitions that together with this Strategy will bring regeneration, improved infrastructure and housing. The town centre is a focus for regeneration. There will be work carried out to improve and promote the attraction of the town centre by meeting local needs, increasing work/training opportunities and increasing leisure facilities. At the same time, a sympathetic approach to the repair and standard of existing traditional buildings will be fundamental to any improvement work as their contribution to a vibrant town centre is significant.

Opportunities will be taken through adding value to work planned to regenerate, improve and promote the town centre, by seeking to bring empty units above retail premises back into use as

accommodation. This can be done through working to increase the take up of Council-financed home improvement and empty homes loan schemes

Positive promotion of emerging regeneration work and raising awareness of the partnership opportunities will help tackle negative perceptions about the town centre, which are proving a barrier to regeneration and investment.

The provision of more housing choice, whether through new build or conversion, will support economic prosperity by providing opportunities for local contractors at all scales that can support new skills development and employment. The availability of suitable housing is key in attracting people into the County Borough with the skills and expertise to further develop and drive our businesses and economy, it is also vital to ensuring that people who already have those skills can make a positive choice to stay.

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Theme 2:

Better Quality Homes & CommunitiesA safe, appropriately sized and equipped home is a basic human need that supports development, wellbeing and health outcomes. It is important that individual homes be recognised as contributing to high quality communities that reinforce these positive attributes. Under this theme there will be a focus on working to;• commit to the ongoing maintenance and repair

of all Council homes following the achievement of Welsh Housing Quality Standard, to ensure homes are economical, attractive and meet the needs and aspirations of customers;

• use planning legislation, licencing and enforcement to reduce the impacts resulting from empty, poorly managed or maintained properties particularly within the town centre, contributing to better conditions for wellbeing and economic growth;

• continue to review our housing management approach to multi-tenure communities to provide an improved and efficient response to quality of life issues;

• innovate in terms of the design of new homes and adaptation of existing stock, to making best use of resources and improve sustainability;

• develop and promote energy efficiency strategies and services for both the public and private sector to reduce fuel poverty and protect the environment;

• remain dedicated to adapting homes where appropriate, supporting the notion of lifetime homes and independent living.

This is in response to the following issues

Housing StandardsLiving in poor quality housing can have a serious detrimental impact on health and well-being. There is a link between poor housing, poor health and poor educational attainment. These, in turn, put a strain on other services, such as the NHS.19

There are a number of factors contributing to poor quality housing including; disrepair, damp, cold, and issues with landlords who maybe do not or cannot recognise the importance of prioritising repair and investment. Where standards are not met there is an increased chance of poor housing having a negative impact on physical and mental health and well-being.

As at September 2018, there were 51 applications registered on the Council’s housing register stating the reason for requesting housing was due to their property being in poor condition. During 2017/18, 10 allocations were carried out to applicants living in accommodation, which was of a poor condition.

Good quality housing, that meets the aspirations of residents and is in a safe and attractive environment, plays an important part in helping to promote sustainable and prosperous communities.

New homes, which are developed across the County Borough, must be designed and built to ensure that they are fit for the future. This means ensuring high quality design and building standards, which create attractive, energy efficient homes that can adapt to and benefit from future environmental and technological changes.

To ensure that homes meet people’s needs, and to promote thriving communities, housing work must link into broader social, economic and environmental projects. Better quality, energy efficient homes lead to higher demand, lower turnover and more sustainable communities. They also produce the financial benefits of reduced void costs, rent loss and for the resident, lower fuel costs.

Access to green space and recreational facilities provide significant benefits in terms of health and well-being. They also help to promote regeneration and the aspirations of neighbourhoods.

19 http://england.shelter.org.uk/campaigns_/why_we_campaign/housing_facts_and_figures/subsection?section=the_impact_of_bad_housing

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Achievement of Welsh Housing Quality StandardSince 2002, work has been underway in Council-owned stock to meet the Welsh Quality Housing Standard by 2020. This is a major investment programme, which involves equipping properties with modern and up to date amenities, making them fit for purpose and energy efficient. The programme is due to finish in 2020, by which time there will have been approximately £139,809,865 worth of investment in council homes.

There are plans to build on the success of the completed programme by continuing to deliver enhanced investment to its council stock including

environmental improvements and external works programme. This is set out in the Housing Revenue Account Business Plan, which is published annually for every year of the 30-year investment plan.

All Council housing stock is subject to an annual inspection by staff that aims to identify issues including condition of property, safeguarding and any repair issues.

The Council remains on target to achieve the Welsh Housing Quality Standard by 2020. As at March 2018, the following total of stock was compliant with the Welsh Housing Quality Standard components:

Components Fully compliant stock for given component

% fully compliant / compliant with acceptable fails for given component

Roof and associated components 8,706 78.04 %

Windows 11,156 100 %

External doors 11,156 100 %

Kitchens 8,837 96.85 %

Bathrooms 8,661 96.41 %

Energy rating 10,423 93.81 %

Central heating systems 9,661 88.37 %

Electrical systems 8,428 77.50 %

Mains powered detectors 11,156 100 %

Gardens and External storage up to and including boundary of the property 3,728 33.42%

There is a commitment to the ongoing maintenance and repair of all Council homes following the achievement of the Welsh Housing Quality Standard, to ensure homes are economical, attractive and meet the needs and aspirations of customers.

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Private Rented SectorThe Council’s Private Sector Housing Standards Team is responsible for regulating and licensing properties to improve standards throughout the private sector. Over the past few years, the Housing Standards Team has received the following number of complaints regarding disrepair in the Private Rented Sector:

Whilst owners and private landlords are responsible for maintaining their own homes, many properties are occupied by people who lack the resources or ability to maintain and improve them. Changes in the circumstances of households can also mean that needs and resources change over time, making properties unsuitable.

Local Authorities have a responsibility to regulate private sector housing, through the Rent Smart Wales programme. Key areas of work will include:

• processing and issuing licences for Houses in Multiple Occupancy;

• inspecting Houses in Multiple Occupancy;

• engaging with and implementing the Healthy Homes Healthy People Programme and Make Every Contact Count initiative;

• producing a Private Rented Charter;

• increasing the profile of enforcement actions, promoting expectations and consequences;

• targeting high profile enforcement in areas of Houses in Multiple Occupancy accommodation, where there is likely to be a higher incidence of non-compliance with licence conditions;

• regulating new standards for energy efficiency ratings.

The Council’s Housing Standards Team is working to implement the Healthy Homes Healthy People Programme and “Make Every Contact Count” initiative. These programmes are intended to improve health and the quality of people’s lives, providing education on lifestyle and aiming to reduce the amount spent on adaptations, health costs and specialist housing.

The private sector is an area where work is needed to improve homes and communities, although this is harder to achieve, as it is an area that the Council has fewer resources to deploy and limited control over. However, there are many successful schemes that work in the private sector, which promote and fund better quality homes, such as Housing Renewal, Houseproud and Empty Property Loans scheme.

0

Disrepair cases

2013/14 2014/15

Disrepaircases

40

180200

6080

100

160

20

120140

2015/16 2016/17 2017/18

Disrepair cases

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Energy Efficiency & Fuel PovertyThere is a legal requirement for every prospective Council tenant to be issued with a valid Energy Performance Certificate, when they are signed up for a property as a guide to the energy efficiency of that building.

Standard Assessment Procedure (SAP) rating for the property, which explains its energy efficiency as a score between 1 and 100. The average energy performance rating for Council housing is shown below:

The Welsh Housing Quality Standard requires social housing to have a minimum SAP rating of 65 (equivalent to Rating D or above on the Energy Performance Certificate). The current average for council stock in the County Borough is 71 (Rating C). This, along with an enhanced specification for void properties (the ‘lettable standard’), demonstrates the Council’s commitment and intention to make Council housing a high quality and energy efficient product.

Similar activity also takes place amongst Registered Social Landlord partners, who have the same commitment to meet the Welsh Housing Quality Standard in regards to Energy Performance Certificate ratings.

For a home to be truly affordable, householders need to be able to afford to maintain and heat their homes effectively. Welsh Government’s Warm Homes programme provides funding, for energy efficiency improvements, to households with low incomes and those living in deprived communities. The Arbed and NEST grant funding schemes form part of this initiative,

The aims of the schemes are to:

• reduce climate change;

• help eradicate fuel poverty; and

• boost economic development and regeneration.

Large-scale energy schemes can deliver a number of benefits to householders and the local authority but they also require a large amount of resources and are costly to manage. Where new housing developments are planned, consideration will be given to ideas such as District Heating Schemes and use of green energy as a means of improving living conditions and mitigating environmental damage. Continued bidding for funding to help finance these projects in identified stock will continue to be a future priority.

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Average SAP rating

56

6668

58606264

707274

Average SAP Rating

54

Average EPC rating

2013

Average EPC Rating

56

6668

58606264

707274

201620152014 2017

Average SAP Rating

Average EPC Rating

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With effect from April 2018 legislation requires all Privately Rented Sector properties (with certain exemptions) to have a minimum Energy Performance Certificate rating of E. This only applies to new tenancies created after this date, but will ensure that more energy efficient houses are available to rent. From 2020, existing tenants who are living in privately rented properties with a rating of F can demand that their landlord improves the energy efficiency. Properties that do not comply will no longer be available for renting until significant work has been undertaken to improve energy efficiency. It will be vital to ensure that Welsh Government funding is secured in order to progress schemes that will assist landlords.

The UK government has introduced a scheme titled “Energy Company Obligation”. This aims to provide help in reducing household energy bills and carbon footprints. It usually provides funding for cavity wall and loft insulation and other improvements to reduce energy use and costs, which are delivered and managed directly by the Energy Companies. Access and awareness of these schemes is something that needs to be continued and expanded.

“Nest/Nyth” is a Welsh government initiative for private sector properties. It provides free home energy efficiency improvements for those most in need, including low-income households or properties that have a significantly poor energy efficiency rating (Rating E, F or G).

The Council will continue to encourage and promote energy efficiency:

• For residents – Reduction in fuel costs and prevention of fuel poverty;

• For Wrexham County Borough Council – Provides funding for improvement works that will enhance the quality of homes across all sectors, in particular, the Private Rented Sector where Energy Performance Certificate ratings are low;

• For the environment – Lower carbon emissions and the replacement of older heating systems can help improve local air quality and reduce fossil fuel consumption.

Developing Communities Where People LiveFor the development of new and existing housing to be successful, the Strategy must support and help to create local communities and a sense of place. There is an ambition to promote varied and vibrant communities that help to sustain local businesses and infrastructure and provide an environment that enables people to achieve their potential.

Wrexham’s Public Services Board aims to improve joint working across its member organisations so it can provide even better services to the people and communities of Wrexham County Borough. One of the main roles of the Public Services Board is to define the overall vision for the borough and set long-term targets that will improve people’s quality of life. This is known as Wrexham’s Community Strategy and its vision for the next 12 years is:

“To improve the quality of life for all in Wrexham County Borough.”20

As part of this vision, one of the aims of this Strategy is for the County Borough to be a place that looks after its built and natural environments and ensures that housing meets the needs of communities. For example, Council housing stock has benefited from the installation of External Wall Insulation and heating systems that are more efficient. This work has helped to reduce energy consumption and carbon emissions.

Similar work has been carried out in the private sector by maximising the use of Group Repair Schemes, external funding schemes such as Vibrant Viable Places and promoting the Council’s Houseproud Scheme.21 Until this year, a Housing Renewal Area was declared in South West Wrexham, which was previously funded through Specific Capital Grant from Welsh Government and latterly Vibrant & Viable

20 www.wrexham.gov.uk/assets/pdfs/community_strategy/CommunityStrategy2009_2020.pdf

21 www.wrexham.gov.uk/assets/pdfs/housing/housing_renewal_strategy.pdf

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Places. Whilst the declared area is no longer in force, efforts remain ongoing to continue to offer private sector housing improvement opportunities in other forms.

The Council has always worked hard to place tenants and leaseholders at the heart of its housing related services. This involvement will continue, to ensure that they help to shape future service provision. The key objectives for the Council during the lifetime of this Strategy will be:

• To ensure tenants understand and are satisfied with Wrexham Council’s housing service;

• To ensure tenants are involved in driving service improvements and shaping the service;

• To ensure tenants have the necessary knowledge and confidence to engage in the way that they prefer.22

There is a continuing need to build on this relationship with tenants and residents from diverse backgrounds, to ensure that they have a voice. This will ensure that feedback is balanced and represents as wide a range of customers as possible.

Whilst Councils and Registered Social Landlords have the means to engage with their tenants, the ability to harness the views of tenants in the private rented sector is more challenging. There is a need to do more to be able to facilitate dialogue in order to support settled and sustainable communities.

It is also important that the Council encourages more people to play an active part in shaping their communities. More can be done to enable people to take part in formal consultation at both a local authority and national government level, giving them the opportunity to shape new policy and legislation. This could include involvement in the planning process, where a stronger and more informed community voice would support development that is likely to be of benefit.

Tenant and resident involvement has a part to play in all themes of this Strategy. Some elements such as the Renting Homes (Wales) Act 2014, energy efficiency and developing communities can only be effective with the input of tenants and residents. Effective communication, consultation and feedback are key actions of this Strategy, which will help to ensure that those affected by services are best placed to shape their delivery.

22 www.wrexham.gov.uk/assets/pdfs/housing/tenant_participation/tenant_leasholder_part_strat.pdf 23 https://www.wrexham.gov.uk/assets/pdfs/housing/documents/tenant-and-leaseholder-participation-strategy-2018-%202021.pdf

49% felt we were average/poor at informing how tenants have helped to shape the service.

56% of respondents want to be involved via postal surveys and digital platforms but there is still a demand for traditional methods such as local meetings, TARAs, face to face contact.

There is a demand for involvement across all areas of the service, with day to day repairs, rents and service charges, communications and estate management/ASB being the highest requested

60% felt we were good/excellent at keeping them informed about their homes and tenancies

A large percentage of respondents wish to be kept informed via digital platforms

70% of respondents were not aware of the current opportunities to be involved

5% of respondents were aged under 25.

Less than 1% of respondents were leaseholders

48% felt we were good/excellent at acting on views expressed.

Results of Tenant and Leaseholder Participation Consultation 201823

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Involving tenants and residents can help to build mutual trust and confidence. It is also a way of ensuring that services represent good value for money, continually improve and are responsive to needs.

In the last three years, there have been a number of key achievements in this area: • Tenants have influenced the delivery of the Welsh Housing Quality Standard programme by having input into the choice and design of kitchens and bathrooms. This process was also used to review the communication process between the Council and tenants. Tenants met with contractors and helped to revise the customer satisfaction questionnaire. The Service Improvement Group also identified additional schemes, which would benefit from the community benefits written into capital investment contracts.

• Tenants have undertaken mystery shopping of the kitchen and bathroom renewal programme.

• Tenants have been involved in implementation of the new Allocations Policy, particularly the design and wording of the application form and applicant information booklet.

• Tenants have been involved in the appointment of the Tenant Participation Project Officer since 2011.

• Tenants visited various estates across the County Borough, were involved in setting out standards for estates, and regularly carry out checks on estates to ensure these standards are maintained.24

Regardless of tenure, communities need to be empowered to express views on new developments and to raise concerns when quality of life and well-being may be affected, for example through a better awareness of and access to the statutory planning process.

Investment programmes will only gain maximum benefit, if communities are involved in the process. When homes are developed, the Council will aim to engage with people, to encourage them to take advantage of job and training opportunities available allowing them to make a positive contribution to their community. Tenants are currently involved in the inspection of properties after void work has been completed. They also participate in the Wrexham Tenant & Member Partnership, which is a panel of elected Members and tenant representatives, which scrutinises performance and service standards within the Council Housing sector and contributes to Council governance.

Communication and engagement can start when a person first applies for housing. During this period, it is possible to build a relationship with a prospective tenant, to discuss mutual expectations and to prepare them for and help them sustain their tenancy.

Regular dialogue has helped to raise awareness and understanding of complex issues, such as Universal Credit, that will have a significant impact. This should be beneficial to everyone, especially in the early stages of a tenancy.

Making better use of technology and new methods of communication, such as the internet, will help improve understanding and help customers. It will also allow people to communicate and engage in their preferred way.

Being able to offer everyone the opportunity to have a decent home within a safe and pleasant environment, thereby promoting social cohesion, well-being and independence will result in better outcomes for people living in the County Borough.

24 https://www.wrexham.gov.uk/assets/pdfs/housing/tenant_participation/tenant_leasholder_part_strat.pdf

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Renting Homes (Wales) Act 2016 This Act will see the introduction of new tenancy contracts for everyone who rents a property in Wales, regardless of tenure. This will be a positive move and will give more consistency and security for tenants and help to ensure that every landlord fulfils its obligations.

All social housing tenants will be issued with a secure contract, which will be based on the secure tenancy currently used by Local Authorities. Private sector tenants will be issued with a standard contract, which is based on the current assured short-hold tenancy.

The new contracts will have an element of landlord discretion, regarding particular wording and requirements, but the following are mandatory:

• removal of Possession Ground 8 for possession (social housing only);

• requirement for landlords to ensure the property is fit for human habitation;

• preventative clauses to tackle retaliatory evictions, whereby tenants are at risk of eviction for complaining about the condition of a property;

• allowance of joint to sole assignment within the contract;

• clauses which will remove a perpetrator of domestic violence from an agreement, but allow the victim to remain in situ; and

• provision to allow landlords to repossess an abandoned property without needing a court order.

As part of this legislation, a review of the Council’s current Tenancy Agreement is taking place, to ensure that it meets its obligations and the aims of the Council.

The Welsh Government has not given a firm date for implementation of the Act but has confirmed that it will not be before the 1 April 2019. Landlords have been advised that before the implementation

date, there will be up to 6 months to issue the new contracts to existing tenants and licensees. This will allow time for consultation with Council tenants before a new contract is finalised. The new agreements for both the private and socially rented sectors will provide more protection for people and a better service.

Rent Smart Wales

Since 23 November 2015, there has been a legal obligation for all landlords operating in Wales to register with Rent Smart Wales. Rent Smart Wales processes landlord registrations and grants licences to landlords and agents who need to comply with the Housing (Wales) Act 2014. Failure by landlords to comply with the legislation is an offence.

As at 1 April 2017, there were 2,985 registered landlords (5,960 properties) with a registered property address in Wrexham and as at 1 April 2018 there were 3,564 registered landlords (6,733 properties).

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What will we do

Meet the Welsh Housing Quality Standard by the deadline of 2020The Council’s programme is due to complete in 2020 and all efforts will be made to ensure that every Council house in the County Borough has had the necessary improvements by this time.

A programme of maintenance and repair will follow the Welsh Housing Quality Standards deadline to ensure properties remain high quality and the “do it once, do it right” mantra along with the implementation of the Council’s lettable standard and ethos of “do it once, do it right” will improve the experience of new tenants going forward.

Regulate multi-tenure / private housingThere will be continued and ongoing enforcement action taken against those that fail to comply. The introduction of the Renting Homes (Wales) Act 2014 in conjunction with Rent Smart Wales will strengthen this work, promoting more responsible landlords and communities that are more prosperous in the future. It should be noted that whilst responsibility for regulation and enforcement sits with the Council, the level of resource available to support this work in the private sector presents many challenges. Work will take place to ensure all landlords are registered under the Rent Smart Wales scheme, meaning that all rented properties will be identified and accounted for.

Most Houses in Multiple Occupancy require licencing and planning permission and all benefit from strong management arrangements. The absence of one or all of these factors can often cause tension in the surrounding community. The current arrangements for regulating Houses in Multiple Occupancy will be reviewed in 2020 and relaunched in 2021 as part of new national legislation.

Environmental Health and Enforcement teams will work together to ensure that owners are adopting the new standards for Houses in Multiple Occupancy. There will be enforcement action, involving colleagues in Planning and Licencing to minimise the incidences of poorly managed properties in the Private Rented Sector. In addition, the Council will develop and then use tools such as Compulsory Purchase Orders as well as the existing promotion of grant funding and loan facilities to help bring properties back into use.

Work will continue to make use of the financial incentives and legal tools that are available to raise standards in the privately rented sector and address concerns regarding the impact that poorly maintained, or long-term empty properties have on communities. A review of the Council’s housing management approach to multi-tenure communities will provide an improved and efficient response to quality of life issues.

Positive reviews of planning policy in conjunction with licencing and enforcement legislation will be undertaken to reduce the impacts resulting from empty, poorly managed or maintained properties particularly in relation to Houses of Multiple Occupancy within the town centre, contributing to better conditions for well-being and economic growth.

Improve energy efficiency in housing stockThere will be continued investment in housing stock to ensure energy efficiency targets are met. Officers will continue to utilise funding streams such as the Nest/Nyth scheme in addition to other initiatives that become available such as ARBED 3, the local authority flexible scheme and Energy Company Obligation (ECO) funding. The Council will publish a Statement of Intent to assist ECO providers in directing assistance to those who need it the most. Regulation of the Private Rented Sector will take place to ensure all rented properties have an Energy Performance Certificate of at least Band E by 2020.

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Reduce fuel povertyThe Council aims to reduce fuel poverty and bills and provide efficient homes through promotion of relevant schemes. We will continue to raise awareness, develop and promote energy efficiency strategies and services for both the public and private sector to help reduce fuel poverty and protect the environment.

Increase use of renewable energyWhen the Council is designing new homes and adapting its existing stock, it will think innovatively in order to make the best use of resources and improve sustainability. This will include consideration and application of technologies such as solar panels, ground-source heating and district heating as part of new developments, where appropriate to do so.

Continue Private Property Investment programmesOfficers will make full use of available funding streams in order to continue Area Renewal work as a means of tackling poor quality housing and disrepair issues in the private sector in areas of the County Borough. This will improve the quality of life for the owners / tenants as well as promote a better physical environment for the benefit of all users of the areas concerned.

Increase stakeholder Involvement

Involvement of local people is a critical part of ensuring the delivery of the Strategy and efforts will continue to engage and involve local stakeholders, whether they be tenants, residents, owner-occupiers or other interested parties. Local people need to feel able and supported to raise concerns or complaints about all aspects of housing and focus needs to be maintained on making reporting processes as simple and effective as possible. This process should not be limited to just complaints though positive changes to services can be made by taking on board the views and experiences of local people, who know their communities well and want the best for them. Local people also need to be better supported to engage in matters of Planning, as their views could be key to how their local area develops over the period of the Strategy within the framework of the emerging Local Development Plan.

Provision of good quality, safe housing meets the basic needs of individuals and families and increases the likelihood of them being able to achieve positive outcomes in areas such as health, education and employment, which in turn means they can contribute to the wider economy of the County Borough.

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Theme 3: Better Services to Improve People’s LivesThis Housing Strategy is about more than the “bricks and mortar” aspects of housing. Many of the County Borough’s tenants and residents and those aspiring to be so, will need access to support services. These services may be associated with supporting better access to the right type of housing or may focus on improving independence and quality of life for those who have secured housing. Some individuals and groups may need access to these services more than others due to the complex nature of the issues they experience in their day-to-day lives. Under this theme there will be a focus on working to;

• Develop a preventative housing management approach that proactively identifies and responds to complex needs and vulnerabilities and promotes services that maximise the sustainability of tenancies and prevents homelessness.

• Embrace and support use of new technologies to provide health, housing and community solutions making access to services easier and more efficient.

• Enable people to provide timely feedback on their experiences and aspirations of housing and housing related services and demonstrate how this shapes future service provision.

• Continue to promote effective local and regional partnership work for solutions that meet stated needs and make efficient use of resources.

• Review housing and housing services for older people, including support, stock and development of future housing solutions.

• Deliver on commitment to provide additional pitches for Gypsies, Roma and Travellers following the completion of a needs assessment.

HomelessnessHaving a settled home is fundamental. Without access to stable housing, people have difficulty accessing work, social and leisure opportunities. It also undermines community cohesion. Over recent years, there has been a steady rise in demand for housing related support, advice and help to prevent people becoming isolated or marginalised.

There is a strong correlation between homelessness and poor health, under-achievement at school, substance misuse and offending. Effective housing related support services can break this cycle, helping to reduce pressure on services such as health, social care and the criminal justice system.

The Housing (Wales) Act 2014 and the Ten Year Homelessness Plan for Wales 2009-19 are the main pieces of legislation that direct homelessness services in the County Borough. The Housing (Wales) Act 2014, places a duty on local authorities, to carry out a Homelessness Review and use the findings of this review to inform a local Homelessness Strategy. The Housing Options team have undertaken this work and prepared its Homelessness Strategy, which will be adopted within a similar timeframe to this Strategy.

The actions that are identified, will also link into a Regional Homelessness Strategy. The six North Wales local authorities have worked collaboratively to produce a strategy that capture the main issues affecting homelessness in the region and sets out how they are to be addressed.

Recent legislation places a great emphasis on homelessness prevention, through early intervention and by enabling customers to access a range of housing, advice and support. There is scope to improve the service by working with the Council’s Local Letting Agency, reviewing nomination agreements with Registered Social Landlords and considering alternative and innovative ways to find homes for people, offering tailored housing advice and a more co-ordinated response between organisations.

This approach will become more important as services need to respond to the effects of welfare reform and

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the roll out of Universal Credit. There will be a need to identify and support those who are at risk of losing their home due to a lack of financial skills, or due to debt.

Welsh Government is committed to addressing the problem of rough sleeping, through its Rough Sleeping Action Plan. This marks out 24 steps that it will take to try to end the need for people to sleep rough.

There is also support for councils and Registered Social Landlords to reduce rough sleeping and homelessness. The Council will seek to explore all new initiatives and working methods in order to tackle homelessness and rough sleeping.

There has been a significant increase in rough sleeping and homelessness in Wrexham over the last 5 years. Regional and local reviews of current services have recently been conducted. The one-night rough sleeper count, carried out across Wales in November 2017 revealed a 30% rise in rough sleeping across the country25.

This included consultation with those who have accessed homelessness or support services. These reviews and consultations will provide an evidence base for re-shaping services.

A review of the Council’s Severe Weather Emergency Protocol (SWEP) has also taken place. Work across the region has been compared and good practice gained. As a result of this work, a revised policy and working

procedure have been produced, to ensure that the most vulnerable people have access to a safe place to sleep during spells of severe weather.

Homeless prevention will also continue, with more of a focus on early intervention and sustaining tenancies. Part of this work will be to ensure applicants are ready to take on the responsibility of a tenancy, so that once people have a home, there will be an expectation that the tenancy will only end when all other options are exhausted.

The Council has secured funding to provide modular homes and four units were delivered in January 2019. These will provide accommodation for rough sleepers during periods when the Severe Weather Emergency Protocol is activated. It will also act as “move on” accommodation. There is a distinct shortage of one bedroom social housing with long waiting times for those on the housing register. Consequently, temporary or emergency one bed accommodation is in even higher demand, especially considering a high proportion of rough sleepers are single males. Providing affordable and comfortable one bedroom accommodation is much needed if there is to be a positive impact on providing change and opportunity for those in most need.

The recent Homlessness review provides details of the demand for the Housing Options Service, which we have used to inform this Housing Strategy.

25 https://sheltercymru.org.uk/why-is-rough-sleeping-on-the-rise-in-wales/

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Homelessness

Table 6.1 Outcomes under the Housing (Wales) Act 2014

Outcomes 2015/16 Total

2015/16 of which

single

2016/17 Total

2016/17 of which

single

2017/18 Total

2017/18 of which

single

Total applications for assistance that resulted in s62 assessment

- - 1342 750 1220 804

Ineligible 19 7 6 6 4 2

Eligible but not homeless or threatened with homelessness

409 225 523 296 165 88

Threatened with homelessness, prevention assistance provided (s66)

217 74 411 210 122 69

Homeless, subject to duty to help secure accommodation (s73)

194 98 670 347 770 391

Eligible, homeless but not in priority need

6 2 14 13 1 1

Eligible, homeless and in priority need but intentionally so

24 2 6 5 45 23

Eligible, unintentionally homeless and in priority need (s75)

5 5 5 1 12 8

Total outcomes 874 413 1635 878 1119 582

Total prevention/relief 236 85 680 259 528 270

LA Total count of rough sleepers

No. of emergency bed

spaces

No. of emergency

beds available on the night

Estimated no. of rough

sleepers

Anglesey 4 0 0 4Gwynedd 3 0 0 33Conwy 10 8 8 20Denbighshire 0 7 0 3Flintshire 1 0 0 1Wrexham 44 16 0 45

North Wales Data from Rough Sleeper Count November 2017

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The Rough Sleeper Count Data for November 2018 is currently being fully analysed but early indications suggest a marked reduction in numbers sleeping rough when the count was conducted.

Complex NeedsIt is important that homes and housing services in the County Borough meet customer’s needs and aspirations; ensuring that they are easily available, accessible and can be managed effectively, in the long term by tenants or residents.

Supporting people, reducing homelessness and working in multi-agency partnerships to provide services to those in most need remains a focus. A key action will be the need to adapt and review current services to meet continuing high demand.

The provision of services may need to adapt, if the Council decides to explore the concept of “Housing First” as a way to tackle homelessness. Housing First has been adopted in the United States and some European countries and works on the basis that a person is allocated housing, with services being provided from the outset, to help ensure that the tenancy is successful. This contrasts with the current practice of ensuring that engagement with services is a prerequisite to housing. The Welsh Government is currently evaluating Housing First through a number of pilots.

Housing is a complex issue and with the introduction of the changes to the welfare benefit system, the need for good, comprehensive housing advice is more important than ever before. People who are in housing need must have access to correct and timely advice.

The Council’s housing advice function is currently part of the work of the Housing Options team. It is ideally located, as it sits alongside key services such as tenancy support, the Housing Gateway, homelessness, the provision of temporary accommodation and the Local Lettings Agency. This means that it can work directly with services to refer and signpost people to the most appropriate support.

510

35

0

15

20

2530

40

4550

2015/16 2016/17 2016/17

AngleseyGwyneddConwy

DenbighshireFlintshireWrexham

0

100

600700

200300400500

800900

2015/16 2016/17 2017/18

Homeless, subject to duty to help secure accommodation

Number of people found rough sleeping across North Wales

Homeless, subject to duty to help secure accomodation

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On average, a person waits on the Council’s housing register for 267 days before they receive an offer of accommodation. This figure does vary however, and is linked to the specific requirements stated by housing applicants, including where they want to be rehoused and the type of property that they need. This waiting time could be put to good use, if it were seen as an opportunity to prepare people for their new tenancy. It would allow time to identify and understand specific needs, any skills gaps or vulnerability that a person might have.

Supported Living provides specialist housing for people with a disability, either as an alternative to residential care, or as a step towards independent living away from the family home. People within supported living accommodation usually have their own tenancies and receive care and support enabling them to achieve greater independence. Adult Social Care has 162 supported tenancies across 64 properties in Wrexham, with support currently being provided by a mix of in-house, independent and third sector social care and housing providers.

SafeguardingThe Local Safeguarding Children’s Board is responsible for protecting children and young people from significant harm, and for promoting their welfare. Their work feeds into the North Wales Safeguarding Board, which deals with safeguarding issues in a regional context, providing good practice with regard to prevention and intervention.

The Adult Safeguarding Team deals with all referrals relating to the protection of vulnerable adults and older people.

The overarching safeguarding procedures for both children and adults are dealt with according to the guidelines set out in the Council’s Corporate Safeguarding Policy. This places a duty on every Councillor, member of staff, volunteer and contracted service provider to report any concerns that they have concerning a person’s welfare.

The Local Safeguarding Children’s Board decides how local child protection services are planned, delivered and monitored. The two main functions of the Local Safeguarding Children’s Board are to co-ordinate the work of agencies in promoting the safety and welfare of children, and to ensure that work is effective. All agencies must comply with the All Wales Child Protection Procedures and the ‘Safeguarding Children: Working Together under the Children Act 2004’ guidance.

The Gateway Service manages and deals with issues in the private sector, ensuring that relevant departments are engaging and responding to potential incidents.

Agencies must comply with the Social Services and Well-Being (Wales) Act 2014, when dealing with issues regarding adult protection. In the first instance, the Council’s Safeguarding Team – Adult Protection deals with all reports of suspected adult abuse or neglect.

Housing staff maintain a physical and approachable presence through the annual home visits and neighbourhood walkabouts that they undertake which may identify and report any safeguarding concerns.

The following tables give details of the number and nature of the reports made to the Council’s safeguarding services.

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Sexual, 7

Emotional, 36

Domestic, 0

Physical, 42

Financial, 22

Neglect, 86

Domestic Emotional Financial Neglect Physical Sexual

160

2017/18 Q3

2017/18 Q4

2018/19Q1

200

240Number of Reports (Appropriate & Inappropriate)

Appropriate ReportInappropriate Report

0 50 100 150

1602017/18 Q3 2017/18 Q4 2018/19 Q1

200

240

Number of Reports

Number of Reports

Number of Reports (Appropriate & Inappropriate)

Categories of Abuse 2018/19 Q1

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LA Need arising Need accommodatedM. Current residential demand 16N. Future residential demand (5 year) 5O. Future residential demand (plan period) 18P. Planned residential supply 6Q. Unmet need (5 year)Current residential demand + the estimated future additional pitch need then subtract the planned residential supply

(16 + 5) - 6 = 15

R. Unmet need (Plan period)Current residential demand + the estimated future additional pitch need then subtract the planned residential supply

(16 + 18) - 6 = 28

Gypsies, Roma and TravellersThe Equality Act 2010 recognises Gypsies, Roma and Travellers as distinct ethnic groups.

Guidance issued by Welsh Government uses the following definition:

“Persons of a nomadic habit of life, whatever their race or origin, including: Persons who, on grounds only of their own or their family’s or dependant’s educational or health needs or old age, have ceased to travel temporarily or permanently, and members of an organized group of travelling show people or circus people (whether or not travelling together as such); and all other persons with a cultural tradition of nomadism or of living in a mobile home.” 26

The Housing Act (Wales) 2014 places a statutory duty on local authorities to assess current levels of accommodation available for the Gypsy, Roma and Traveller communities every five years. In addition, where a need for more accommodation is identified, the local authority must provide more pitches.

Welsh Government approved the Council’s most recent published Gypsy & Traveller Accommodation Assessment in 2017. It has identified a need for an additional 28 pitches to be provided during the 15-

year lifetime of the Council’s Local Development Plan, with 15 of these pitches being required within the first 5 years.

Since the Gypsy & Traveller Accommodation Assessment 2015 was published, applications for 13 private pitches have been approved. The number of pitches identified as still required in the Local Development Plan, as deposited in November 2018, therefore now stands at 21, which includes 6 pitches that will result from planned changes at the Ruthin Road Site.

It is recognised that people in these communities have difficulties in accessing public services such as health and education and as a result, do not experience the same outcomes as the wider population.

The Equality Act 2010 gives everyone the right to be treated fairly when using and accessing public services. There is a duty to:

• Eliminate discrimination, harassment and victimisation;

• Advance equality of opportunity;

• Foster good relations.

Wrexham Gypsy & Traveller Accommodation Assessment 2015 - Projected demand for additional pitches27

26 https://gov.wales/docs/dsjlg/publications/equality/150223-gypsy-traveller-accommodation-assessmentsv2-en.pdf 27 Welsh Government calculation method

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The Council’s Local Development Plan will identify potential new allocations, with provision that equates to the identified need. There is a capital grant available from Welsh Government to finance the provision of new sites and pitches, if they have received confirmed planning permission.

The current Gypsy & Traveller Accommodation Assessment contains 15 recommendations, including the need to deliver a temporary stopping place, improve the understanding of the needs of travelling show people and develop better links to support the community through a Multi-Agency Forum.

The Council will support members of the Gypsy, Roma and Traveller Community to develop private sites and to access the Planning system to do so.

The future provision of temporary stopping places will potentially offer more effective management of unauthorised encampments, whilst a more permanent solution is found.

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It is vital that housing and health services work in co-operation. The NHS spends £600million every year, treating people who have fallen or been injured because of Category 1 hazards in their home29. Housing can play a significant part in the prevention of falls and injuries. Providing suitable adaptations in a person’s home can enable them to live there longer and more safely.

Currently, 106 people are registered for sheltered council housing. When compared to the 83 lets that were carried out in the previous year, this gives an indication of the demand for accommodation suitable for older people.

In some cases, adapting a property is not the most appropriate solution. Innovative building and design are needed to produce more efficient, lifetime homes that reduce the amount of money spent on adaptations.

Support given to older people is often through a warden service, which is popular, gives peace of mind and is valued by those who receive it. It can be provided in sheltered or general needs housing. To understand the best way to take the service forward, it will need to be evaluated in consultation with all service users.

There is a growing drive to configure the provision of housing for older people more closely with social care services. The services that social care currently provides support and complement existing services in place for residents. In addition, the technology provided by social care can be important in enabling people to maintain their independence and well-being.

The Local Housing Strategy 2018-23 acknowledges the findings of the North Wales Population Assessment 2017, published by the North Wales Social Care and Well-being Services Improvement Collaborative.

The Assessment highlights a number of themes and conditions that will both affect housing and housing services but also, that housing and housing services can support through appropriate interventions.

As well as some of the themes already covered in this section; dementia, learning disability, mental health, carers and autism spectrum disorder are all issues that must be considered with any new development or service provision.

Housing for Older People

LA 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024

Anglesey 24 25 25 25 26 26 26 27 27 27 28Gwynedd 22 23 23 23 23 23 24 24 24 24 24Conwy 26 27 27 27 27 28 28 28 29 29 30Denbighshire 23 23 24 24 24 24 25 25 25 26 26Flintshire 20 20 21 21 21 22 22 22 23 23 23Wrexham 19 19 19 19 20 20 20 21 21 21 21

Projected percentage of population aged 65+ - North Wales Local Authorities28

28 http://www.infobasecymru.net/IAS/themes/people,communitiesandequalities/people/olderpeople29 (Pathways to prevention: Maximising the opportunities of the integration of health with social care and housing for the benefit of low income, older home-owners, Housing Association Charitable Trust (2011).

58

Use of Technology 30

The “Internet of things” is the interconnection via the internet of computing devices embedded in everyday objects, enabling them to send and receive data.

Many housing functions such as repair reporting, income maximisation and general tenancy management lend themselves to working off-site. Operational housing staff across all sectors will explore mobile technology solutions, such as hand-held devices that will link in to the existing framework. Maximising the mobile working platforms and collecting meaningful data, has the potential to transform services and make them more responsive.

Having back office data management that can collect and provide real time information enables accurate analysis and reporting. Having robust ways of analysing data, will provide a clearer picture of the current position of services, showing where it is possible to make improvements and changes.

There are advances in software that are available to assist with income management and rent arrears monitoring. This will help to maximise income and reduce rent arrears. It will also enable staff to analyse

patterns of rent payments and other factors that will help identify tenants most at risk. This will give an indication of the tenants who are most in need of advice or support.

Advances in technology have the potential to allow staff to have a greater presence in communities. A more frontline staff presence, will give Housing Officers a better understanding of how communities work and allow the Council to build relationships, and trust in neighbourhoods. This will be particularly useful when dealing with sensitive issues that require empathy and discretion. There is an ambition to see more staff out in communities using agile working as a means of increasing visibility and accessibility.

From being seen as a luxury available to only a few households, there is a growing consensus that there is a case for treating internet access as a utility. Internet access can bring many positive benefits to households, so, work has started with partners, to explore the possibility of having a readily accessible and affordable social tariff for internet provision.

5,4005,600

6,6006,800

5,8006,0006,2006,400

Customer Service

Better Maintenance

Reduced Costs

Real-Time Data

IOT Benefits to HASIOT Benefits to Tenants

The following table provides detail of the value of the “Internet of things” in relation to tenants and social housing providers.

30 Housing Technology Internet of Things report 2017

IOT Benefits to HAS & Tenants

59

Housing for Children and Young PeopleA significant proportion of the local population is aged 16 or under (38.5%). Therefore, it is essential that the provision of housing related services for this section of the local population be considered in this Strategy.

From the initial design stage of new housing, to established communities, children have a large part to play in how people view a neighbourhood and its overall appeal.

Work in this area must pay regard to:

• The United Nations Convention on the Rights of the Child, in particular General Comment 17 on Article 31 (children’s rights to play, rest, leisure and engagement with culture life and the arts);

• Section 11 of the Children and Families (Wales) Measure (the Play Sufficiency Duty); and

• Wrexham’s Play Sufficiency Assessments and associated research.

Play is natural part of a child’s development. The environment that they grow up in must recognise and make appropriate provision for this. If this is not taken into account, nuisance and anti-social behaviour can soon become a problem. As a result, there is always a need to improve engagement and relations in communities.

Housing design and estate layout have a direct influence on how people, especially children, can interact. We will consider this when looking at future development, prioritising the health and well-being of residents, especially the youngest and oldest members of our society.

Care and support needs

The Supporting People programme provides funding for housing and housing related support services and initiatives throughout the county. This includes the Council’s sheltered housing stock. 31 The Supporting People Service operates a Single Pathway Referral approach to accessing supported housing and floating support services. Referrals are made to a single access point and assigned to appropriate services. Between 2016/17 and 2017/18 there has been a 29% increase in the number of referrals made to Supporting People funded projects.

The Council has made full use of its Discretionary Housing Payment allocation during the five previous financial years. This fund has proved indispensable in helping households to meet any shortfall for benefit received, whilst waiting to transfer to a smaller property, if they have been affected by the Spare Room subsidy. It has also assisted households who have experienced other financial difficulties because of other changes to the welfare benefit system.

31 https://www.wrexham.gov.uk/assets/pdfs/housing/supporting_people/supporting_people_directory.pdf

Year Allocation Spend2013/14 £208,570 £208,570

2014/15 £237,361 £237,361

2015/16 £149,243 £149,243

2016/17 £252,047 £252,047

2017/18 £353,025 £353,025

0

20

120140

406080

100

Nov 15

Jan 16

May 17

Nov 16

Sep 16

Jul 16

May 16*

Mar 16

Mar 17

Jan 17

Jul 17

Sep 17

Nov 17

Jan 18

Mar 18

Discretionary Housing Payment Budget and Spend since 2013/14

Source: Wrexham Council (Revenue and Benefits Manager)

Referrals to Wrexham’s Gateway

Source: Wrexham Supporting People* May & June incomplete data

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LA Households assessed as

homeless and owed duty to help to securehousing. (s.73)

HouseholdsOwed s.73 rate

per 10,000households

No. of households

wherehomelessnesssuccessfully

relieved

% of caseswhere

homelessnesssuccessfully

relieved

Relief rateper 10,000households

Anglesey 4 0 0 4 23Gwynedd 207 39 135 66 25Conwy 549 106 231 42 45

Denbighshire 369 90 114 31 28Flintshire 306 47 150 49 23Wrexham 669 115 414 62 71Wales 10,884 82 4,500 41 34

What will we do

Widen housing options for older peopleSpecialist housing plays a crucial role in enhancing the health and well-being of the population. As people age, being in a supportive environment and in the right accommodation can play a part in combating loneliness and isolation and supporting them to live well at home. We will continue to work with colleagues in Adult Social Care to review housing and housing services for older people.

Plan for future support needsOn a day-to-day basis, there are a number of initiatives that can be explored to reduce reliance on homelessness assistance. These include:

• providing assistance with bonds and rent in advance;

• working with landlords to maintain tenancies that are at risk;

• considering mortgage rescue/intervention work;

• providing support models that keep people independent in their homes;

• assisting to identify alternative accommodation;

• working in partnership with colleagues in the Environmental Health (Housing) Team concerning illegal evictions and harassment;

• using the Discretionary Housing Payment budget as a way to support those in difficulty due to the effects of changes to the welfare benefit system; and

• having food bank vouchers available and administered by the Council’s Housing Options team to ensure those in the greatest need can access it.

The Council will redefine housing services and housing options so that they give as much effective support as possible to those who are vulnerable, have complex needs and focus on homeless prevention. The Council will continue to support the use of technology to help tenants and customers access services more easily.

Educating young people, especially those preparing to leave school, regarding housing and the responsibilities of being a householder is an area that could be improved. Providing insight, education and

Housing Advice

61

guidance on acquiring and managing a tenancy are vital life skills. Programmes can be designed to engage with youngsters, highlighting the options available and other life skills such as budgeting, health and maintenance.

The Council wishes to improve estate management and encourage sustainability of local communities by targeting funding to areas where investment is required and the Housing and Economy Department is currently undertaking a review of its housing management service to help support individuals to maintain their tenancies.

Enhance partnership workingA number of Council services currently work together to provide services that benefit people. There is, however, scope to develop more integrated working, taking into account ongoing budget pressures and the resulting effect on services that are likely to continue during the lifetime of this Strategy. By strengthening existing partnerships, such as Tenant Service Improvement Groups, it will be possible to identify gaps in services and to make improvements or efficiencies.

The Council carries out a large amount of work with external agencies and bodies in relation to community safety and anti-social behaviour case management. These relationships will need to be strengthened to meet upcoming challenges and implementation of new legislation such as the General Data Protection Regulations. Similarly, new partnerships will need to be established as current sources of funding change, or come to an end. This work will be vital to mitigate any possible effects on vulnerable people, as far as is possible.

The Council is a key member in the Wrexham Community Safety Partnership. This is a statutory partnership, whose work is informed by the Well-Being of Future Generations (Wales) Act 2015. This piece of legislation requires public bodies to ensure that they take account of the future impact of their work when making decisions. This is known as The Sustainable Development Principle. It informs the work that members of the partnership carry out to achieve long-term goals, to implement preventative action and to involve communities in the delivery of services.

The Partnership has an established action plan and strategy “Working together to make Wrexham a place that is safe and inclusive 2018 – 2019” which is available to view on the Council’s website.

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The Council recognises that it is vital to protect the most vulnerable members of our communities. As a result, most housing management functions have embedded the idea of prevention.

Many of the new or emerging community safety issues can only be addressed through joint working due to their complex nature. The Housing Enforcement Team works with other agencies, such as the Community Safety Partnership and North Wales Police, to address anti-social behaviour on Council owned housing estates and to support those who experience it. In addition, Joint Action Groups work at an operational level to share intelligence and decide strategies that aim to tackle problems before they escalate.

Partnership working is the most effective way to share knowledge, experience and solutions to housing and community issues. Established partnership working will continue and will adapt in response to changes in needs and demands.

Close working with the Police, allows quick intervention and the ability to use civil and criminal law sanctions appropriately to enforce standards of behaviour that would otherwise negatively affect the wider community.

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Maximise use of the Integrated Care FundThe Integrated Care Fund aims to drive and enable integrated working between Social Services, Health, Housing, the third and independent sectors. The focus of the fund is to enable older people to maintain their independence and remain at home, avoiding unnecessary hospital admissions and delayed discharges. The fund also supports the development of integrated care and support services for other groups including people with learning disabilities, children with complex needs and autism.

Officers from Social Care, Housing and Health meet on a quarterly basis to discuss the allocation of capital funding and come up with scheme proposals. A Housing representative is also invited to attend and sit on the East Area Partnership Integrated Care Fund Group. This partnership working in supporting schemes and activities provides a collaborative approach.

Support the needs of Looked After ChildrenAll operational housing staff receive training to recognise potential safeguarding issues and report them appropriately. In addition, the annual visit programme identifies high-risk tenancies and ensures that they are visited as a priority to allow early intervention.

Continuing to focus on safeguarding issues and promoting its importance to staff is essential for improving services for those most in urgent need. For many service users, the Council is the default safety net as it has a statutory duty to have services in place to protect those who are most at risk of neglect or harm.

The Social Services and Well-being (Wales) Act 2014 ensures that the needs of care leavers are considered and supported and a specific protocol exists with Social Services to address the needs of 16/17 year olds should they present as homeless.

The Council would like to further develop and support the Young Persons Positive Accommodation and Support Pathway, which already exists, and ensure

the day-to-day operations deliver effective services to young people.

Meet the complex needs of vulnerable people The ongoing delivery of the Supporting People programme will be influenced by the creation of a new Housing Support Grant from Welsh Government. The Council will work with its partners in this area to maintain the design and commissioning of high quality services to meet evidenced needs in the County Borough.

There are a number of specialist Housing Pathways in place to support people with specific needs to access housing.

HMP Berwyn opened on the Wrexham Industrial Estate in 2017. It has the capacity to hold over 2000 men from Wales and neighbouring communities in England. The Housing Options Team supports a post that deals with resettlement of prison-leavers from HMP Berwyn and all other releasing prisons that affect the County Borough. There is a Prisoner Pathway to help the administration of housing support and access to accommodation.

There is a ‘National Pathway for Homelessness Services to Children, Young People and Adults in the Secure Estate.’ This pathway applies when any individual leaves or is about to leave custody. A Prison Liaison Officer provides a link to the prisons, especially HMP Berwyn and works with Probation and the Prison Resettlement Officers to map out the most appropriate housing pathway.

There is also a ‘National pathway for ex-service personnel’ that is implemented in the County Borough to assist veterans of the armed forces and an Armed Forces Community Covenant is in place, with a local steering group comprising of key partners from the public, private and third sectors.

The Council administers the Syrian Resettlement Scheme in conjunction with the Home Office and sources housing in the private rented sector for families fleeing the violence in their home country.

64

Survivors of domestic abuse are also supported through a Multi-Agency Risk Assessment Conference, which includes housing and service providers to meet identified needs.

A preventative housing management approach will be developed that proactively identifies and responds to complex needs and vulnerabilities. It will promote services that maximise the sustainability of tenancies and prevent homelessness. A review of Housing Advice and Housing Options services will also be undertaken to ensure that they support those who are most vulnerable.

We will embrace and support the use of new technologies to provide health, housing and community solutions making access to services easier and more efficient.

Increase Tenant and Resident involvementThe Council will continue to work towards providing a meaningful and accessible range of opportunities for involvement. This will allow as many customers as possible to have a voice. The Council currently engages with tenants and leaseholders through its Service Improvement Groups, but it is also exploring new ways of engagement, including on-line methods, such as Facebook and other social media platforms, to communicate effectively in a manner that best suits them.

Staff across all sectors must be aware of the need to create opportunities for involvement. Without feedback from the people that use the services, it will remain difficult to deliver services that are fit for purpose.

The Council will aim to develop further the ways in which feedback is gained and how it is used to inform services. There is a Tenant & Leaseholder Participation Strategy and a corporate Involvement Strategy to support this and partners have similar plans and strategies in place. Over a longer period, trends in satisfaction and service delivery can be monitored and adjustments made when necessary.

The Council will make evidence-based decisions by using data effectively. These decisions will be supported by appropriate skills and knowledge that are sustainably resourced. This should lead to more community engagement and early intervention, by focusing on long-term improvements and benefits.

Support financial literacy and access to servicesWith the continued roll-out of changes to the welfare benefit system, more pre-tenancy work must be done, so that no one is set up to fail either financially or through a lack of the support that they need to manage their tenancy successfully.

The Council and its partners aim to improve efficiencies within operational housing services and support the use of technology to help tenants and customers access services more easily. It will explore the possibility of developing a range of housing models to support people’s different needs. Improvements to engagement with tenants and residents will continue and feedback on services will be encouraged.

Making best use of technology will allow housing management staff to work more efficiently and to provide a responsive service that meets customer expectations. The current review of the housing management technology systems is set to continue. There is an appetite to introduce an information technology-based platform that allows mobile working as this will allow staff to access system information and carry out traditional “office” functions whilst on site or carrying out home visits.

Internet access and support to help people get online will be made available in all Housing Offices. There will be continued work to shape services to give convenient and effective solutions for customers. This may include providing more services in each Estate Office and developing their role as effective “1 stop shops”.

65

Internet based services are likely to increase. Having good quality internet access will enable customers to use self-serve portals and link into the services they require, for example, employment opportunities, social media, housing & health services and tenant participation. This work will continue in conjunction with colleagues in the Council’s ICT section. From the point of view of economic development, having access to high quality internet facilities and technology will help the Council realise its potential and fully participate in regional initiatives such as the North Wales Growth Deal and other Westminster Government projects, such as the Northern Powerhouse.

Making better use of technological advances in the areas of support, health and social care will make it possible to provide assistance earlier. This can lead to people being able to live independently for longer, reduce social isolation and promote safeguarding.

There will also be considerable efforts to maximise the use of available technology to improve health and housing services and ensure that all new housing developments have fibre connectivity as standard.

Delivering the services that meet people’s needs also involves opportunities for local skills and employment and where people are able to live more independently, they will be more likely to be able to contribute to the wider economy.

32 http://moderngov.wrexham.gov.uk/documents/s6716/Appendix%201.pdf

66

Delivery of the Local Housing Strategy 2018-23

ResourcesThis Strategy has been written by the Council’s Housing and Economy Department. It is a Council Strategy but its delivery is dependent on successful partnership with the key stakeholders identified within it.

Both the Strategy and Action Plan are high-level overarching documents. Its success and delivery will depend on the implementation of related strategies, policies and programmes delivered by partners. Lead partners will be identified for co-ordinating service delivery and reporting on success.

Financial support for the delivery of housing and housing related services can be accessed through:

• Housing Revenue Account borrowing (note that the Borrowing Cap imposed on stock-retaining Councils was announced in November 2018, thus increasing the ability to invest in new and existing stock)

• Private Finance (borrowing from Registered Social Landlords and Developers)

• Grant Programmes – Welsh Government has developed multiple grant programmes to support its aspiration of 20,000 new affordable homes in Wales; as well as support services, energy efficiency and regeneration.

• Existing Council Adult and Children’s Social Care budgets.

Registered Social LandlordsThe following Registered Social Landlords are currently zoned in Wrexham County Borough and can access Welsh Government Grant to deliver affordable housing:

Cartrefi Cymunedol GwyneddFirst Choice HousingGrŵp CynefinNorth Wales HousingPennafWales & West

The Council understands the important role that partner social housing providers have to play in helping to deliver the aims of this Strategy.

The Wrexham Housing Alliance is a partnership that includes the Council and Registered Social Landlords that operate in the County Borough. It provides a comprehensive view of the challenges, demands and issues faced by housing providers and seeks to find joint solutions.

The Housing Alliance will also have an important role in helping to monitor progress and success of this Strategy in meeting its aims.

Partners and StakeholdersIt is recognised that the list of partners necessary to ensure effective delivery of the Strategy is vast, the Internal Council departments have been listed earlier in the document and whilst Registered Social Landlords and market housing developers are readily identifiable, a big challenge will be seeking increased representation and improvement from the Private Rented Sector. The Landlord’s Forum will offer a helpful means of developing these relationships.

The wider list of key organisations will include but is not limited to; Welsh Government, Glyndŵr University, Further Education providers, Betsi Cadwaladr University Health Board, North Wales Police, North Wales Fire & Rescue Service and HMP Berwyn.

The role of the Third Sector is recognised as an important source of knowledge and service provision. Relationships will be sought and / or improved to ensure representation and involvement as the delivery of the Strategy gains momentum.

67

Governance

Progress in delivering this Strategy will be judged against the measures of success, identified for each theme. They can be reviewed and will provide clarity and show the impact of actions.

The Action Plan sets out the direction of this Strategy but annual reports and six monthly reviews will allow measures to be revised where necessary and will be reported through the Council’s scrutiny process.

The Council and key partners will be responsible for reviewing the Strategy’s measures of success, as set out in the Action Plan every year, and for agreeing any significant new areas of work that require inclusion or partnership action.

There may be a need for additional specialist sub groups or projects to review delivery programmes, which link into this Strategy, for example, Housing Options, Supporting People and Wrexham Public Services Board who will monitor and develop tailored action and delivery plans.

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Governance StructureThe following diagram explains the relationships between the organisations that will be involved in reporting into and reviewing the Local Housing Strategy.

Wrexham County Borough Council Executive Board

Wrexham County Borough Council

Scrutiny Committee

Housing & Economy Strategy &

Development Team

A�ordable Housing Working

Group

Wrexham County Borough Council

Tenant and Member Partnership

Wrexham Housing Alliance

Grant Commissioning

Groups

Landlord’sForum

Welsh Housing Quality Standards

Project Board

Armed Forces Community

Covenant Group

Public Service BoardPlanning

Policy Panel

Corporate Land & Buildings Strategy

Group

A�ordable Housing Working

Group

A�ordable Housing Working

Group

Service Commissioning

Groups

Public Service Board

Better Quality Homes and Communities Better Services to Support People’s LivesMore Housing Choice

Decision Making

Advisory & Scrutiny

Monitoring & Co-ordination

Development & Delivery

Consideration will be given to the development of a Local Housing Strategy Panel, drawn from stakeholders from the Development & Delivery section of the chart to provide guidance and oversight to the overall delivery of the Local Housing Strategy 2018-23.

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Glossary of Terms

Term DescriptionAffordable Housing Subsidised and discounted market rate housing for people whose

income does not enable them to buy or rent property suitable for their needs in the open market.

Arbed A programme of investment that aims to help eradicate fuel poverty and boost economic development and regeneration in Wales.

Common Housing Register A regional housing register adopted by a group of housing providers, instead of each organisation operating their own list.

Community Energy Saving Programme (CESP)

A programme designed to help households, in low-income areas, across the UK. Its aim is to improve energy efficiency standards, and reduce fuel bills. CESP ended in 2012.

Disabled Facilities Grant A mandatory grant scheme to fund adaptations to properties.Energy Performance Certificate

Required at sale or change of tenant, the Energy Performance Certificate provides a rating of the energy efficiency of a property graded A-G, where A is the most efficient.

Fuel poverty A household is considered to be in fuel poverty if it needs to spend more than 10% of its disposable income on fuel for heating, cooking etc.

Gypsy and Traveller Accommodation Needs Assessment

The Housing Act (Wales) Act 2014 requires local authorities to assess the accommodation needs of the Gypsy, Roma and Traveller community and to deliver against any additional requirement identified. A needs assessment is carried out every 5 years and involves detailed engagement and consultation with the community.

Homebuy A grant or loan to allow eligible first time buyers to access housing. The money is recycled for the next purchase, so, it is classed as ‘affordable housing’.

Houses In Multiple Occupation

Properties occupied by three or more tenants, living in rooms, bedsits or flats, where facilities such as kitchens and bathrooms are shared. It also refers to buildings converted into self-contained flats where less than two thirds are in owner occupation and where the conversion did not comply with the 1991 Building Regulations.

Housing First Housing First is a model that works on the basis that people are better able to move forward with their lives if they are first housed. Housing is provided first and then support is provided such as physical and mental health, education, employment, substance abuse and community connections.

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Term DescriptionHousing Market Areas/Local Housing Market Area Assessments (LHMA)

Local authorities use these as a means of planning future development, by identifying housing market areas. The process involves using information such as travel to work patterns, house prices, and household movement between areas.

Housing Association/Registered Social Landlord (RSL)

Non-profit making, independent bodies which build and manage accommodation.

Low Cost Homeownership A range of financial products that make home ownership possible for people on lower incomes, usually through discounting or shared equity / ownership arrangements.

Market Housing Housing built by private developers and sold at full market ratePrivate sector Leasing/Social Lettings Agency

A scheme whereby a local authority can manage or commission another organisation to let out and manage private sector properties on a not for profit basis.

Social Rented Housing Properties managed by local authorities and housing associations, and allocated based on need.

Standard Assessment Procedure (SAP)

This is the way that energy efficiency of a property is expressed as a score between 1-100.

Supporting People A government funded programme that provides housing-related support to help vulnerable people to sustain their tenancy or to live as independently as possible.

Universal Credit The new benefits system that will replace all “legacy” benefits. It provides the claimant with one lump sum payment each month, rather than separate payments for each element of benefit claimed. Significant features of Universal Credit are that all claims are made online; there is a waiting times of around 6 weeks and housing costs generally cannot be paid directly to landlord.

Welfare Reform The Welfare Reform Act 2012 introduced a wide range of reforms, designed to make the benefits and tax credits systems fairer and simpler.

Welsh Housing Quality Standard

The minimum standard set by the Welsh Government, which all social rented stock should meet.

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