A 2020 Vision of Housing Services in Wales. Neil Howell & Jim McKirdle

Transcription

1 A 2020 Vision of Housing Services in Wales Neil Howell & Jim McKirdle

2 Disclaimer!!!

3 Review Background Commission on Public Service Governance & Delivery established April 2013 Broad and fundamental remit from FM Evidence, views, information & research Examined all aspects of public service provision Report published Jan 2014 The status quo in public services is not an option

4 The Diagnosis The public sector is too crowded and too complex to cope with the severe pressures that will continue to be placed on it Many public organisations are too small Many organisations are slow to respond to pressure for change

5 The Diagnosis Values and culture within the Welsh public sector are not aligned to meet current and future challenges The performance of our major public services is poor and patchy

6 Recommendations Complexity Scale and Capability Governance, Scrutiny and Delivery Leadership, Culture and Values Performance and Performance Management

7 Complexity Public services are too complex Boundaries are often misaligned Functions and responsibilities sometimes overlap and duplicate Collaboration must be more selective and strategic Governance of partnerships needs to be clearer and stronger

8 Scale & Capability Small organisations face severe risks and disproportionately high costs

9 Governance, Scrutiny & Delivery Governance is often not robust enough to meet the challenges There is a need to improve scrutiny, audit and public engagement Also a need to focus public services on prevention and co-production

10 Leadership, Culture & Values There is a need for a new approach to how public services operate values, workforce and their leaders hence the proposal for a public services leadership and development centre

11 Performance & Performance Management Performance is patchy and disparity in standards contributes to a postcode lottery Lessons need to be shared Performance information needs to focus on fewer outcomes with more selective use of targets and incentives

12 Focus on LGR 62 recommendations overall 4 relate to LGR Initial coverage all about LGR and the map!!

13 Key Principles Include:- Increase scale, capacity & resilience Mitigate risks of small scale Within LHB, Police boundaries Consistent with eligibility for EU Convergence funding Mergers of existing local authorities As coherent as possible needs & characteristics

14 10, 11 or 12? Anglesey & Gwynedd Conwy & Denbighshire Flintshire & Wrexham Ceredigion & Pembrokeshire Neath Port Talbot & Bridgend Rhondda Cynon Taf & Merthyr Tydfil Cardiff & the Vale of Glamorgan Blaenau Gwent, Caerphilly & Torfaen Monmouthshire & Newport Swansea Carmarthenshire Powys

15 Resulting in Landlord + Landlord = Landlord + Transfer/s = Transfer + Transfer = Landlord + 0 =

16 What it might mean? Some larger landlords Opportunities to re-introduce Council housing in some areas? More Council housing? More assets, more options

17 What it might mean? New relationships More than 1 LSVT organisation per area Greater strategic scope Wider stewardship role Zoning changes & other implications for RSLs

18 Any Volunteers? Authorities encouraged to merge voluntarily Legislation required? Timescales for any legislation? After 2016?

19 Lessons from last time 37 Districts + 8 Counties = 22 Unitaries Dilution of housing as a LG priority Few stand-alone Housing Departments Chief Housing Officer often not a Director

20 Lessons from last time Opportunity for service restructures Harmonising policies & practices Mixed impacts on relationships Impacts of new legislation & CCT prep. Greater Member focus on policy, rather than operations

21 Who are Housing Leadership Cymru? HLC (formerly AWCHOP), Heads of Housing across Wales Various sub-groups Strategy Network Technical panel (Private sector) SPIN (SP information network) Homelessness network

22 Increasing Supply HLC Priorities 2014 Mitigating impact of WBR Developing the PRS Preparing for the Housing Bills Raising the profile of Housing Sharing good practice & driving improvement

23 Context - Austerity Welfare Benefit Reform Budget Cuts Increased demand and expectations Changing demographics These issues are not going to go away!

24 Housing must take control of its own destiny LGR is an opportunity to raise the profile of what Housing has to offer

25 Strong Strategic Leadership Continue to do the day job Support staff through the transition - managing change Position housing to support key priority areas Highlight best practice

26 Collaboration Williams Commission offers new opportunities and should be positively embraced. We must be proactive to avoid: Housing becoming diluted by other priority services Decreased staff morale & motivation Reduced Performance

27 Relationships Housing has a proven track record of collaboration and partnership working with: Other Local Authorities Registered Social Landlords Health Social Care Community Regeneration We must build on these arrangements and spread examples of good practice.

28 Practical Challenges Loss of knowledge/ experience Supporting existing Relationships Members, WG, RSLs, Voluntary sector Harmonisation of policies/ procedures Numerous I.T. systems CHRs Allocations Staff Grades/ Salaries

29 Added Value Housing must act as an enabler in supporting key priority areas e.g. health, education, economic recovery, job creation Housing has a long tradition of delivering innovative solutions and we need to promote

30 2020 Vision What opportunities do you see for Housing as a result of the Commission s recommendations? Any things that need to be avoided?