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Housing associations and local partnerships – a guide for board members and leaders within housing associations

up my street artwork 26/1/09 12:50

CONTENTSPAGE 2 Introduction from David Orr

PAGE 3 The new local structures – a quick refresher on localpartnership arrangements

PAGE 5 Case study: Yorkshire Housing

PAGE 7 Case study: Riverside Housing

PAGE 9 Case study: Estuary Housing Association

PAGE 13 Guest comment from Rodney Dykes

PAGE 17 Case study: Rockingham Forest Housing Association

PAGE 21 What they are saying…

PAGE 23 Case study: South Shropshire Housing Association

PAGE 25 Case study: Wherry Housing Association

Local authorities are growing in influence – as ‘place-shapers’ but also as key commissioners of services.This guide for board members and leaders withinassociations considers the emerging local agenda andwhy strengthened local engagement is now a businesscritical issue for housing associations and their boards.

Throughout this publication, there are a number of case studiesshowcasing how associations are making partnership working work forthem, plus:• Points to consider – questions you should ask yourself about your

organisation’s approach to partnership working• On page 22, you’ll find the views of key players at Westminster, in

local government and at the Homes and Communities Agency on theimportance of strong local engagement.

In my speech to the National HousingFederation’s annual conference 2007, I said

that if members took one thing away itwould be ‘don’t hug a hoodie but pamper

a politician.’ That’s because I believe thatmaking connections with local councillors

and MPs will be absolutely crucial to usachieving the changes we want to see inthe sector and promoting the reputation

of housing associations in the widerpublic perception.

The Homes and Communities Agencies’‘single conversation’ will give local

authorities fresh influence over investmentfunding. Local politicians have been given

flexibility to spend Supporting People grantas they see fit. If the only contact politicians

have with associations is through lettersfrom constituents about repairs and

maintenance issues, why will they continueto look to us to improve neighbourhoods

and support the vulnerable?

Further on in this publication, Rodney Dykesgives us the benefit of his experience and

expertise - reminding us that localauthorities have been good friends to

housing associations in the past. Rodney’squite right to point out that as we enter a

new chapter in the work of housingassociations, it is time for us to refresh our

old allegiances.

We can do that by making sure politiciansget to see at first hand the great workbeing done by housing associations to

improve their constituencies and strengthen their communities. We

need to make sure they know that thiswork is typical of what associations are

doing across the country and that whatever the problem in housing andneighbourhoods, housing associations

are the solution.

As a housing association board member,you are well placed to ensure this happens

– and I hope you’ll make the case withinyour own association.

David Orr

INTRODUCTION BY DAVID ORR, CHIEFEXECUTIVE, NATIONALHOUSING FEDERATION

We invite to you find what condition your local partnerships arein by trying our light-hearted online personality profile quiz.

To take the quiz, and for advice, tips and resources on localengagement, check out WWW.HOUSING.ORG.UK/PARTNERSHIP

IN-CROWDARE YOU PART OF THE

AN EAGER BEAVER OR A FADING STAR?

up my street artwork 26/1/09 12:50 Page 1

PAGE 3

THINGS TO CONSIDER

• How is your organisationrepresented in these newstructures?

• Are you aware what your localauthorities have prioritised intheir LAAs?

• How does your organisationcontribute to the LAA?

• What is your strategy forcommunicating this contributionto LSP members?

You can read briefings andresponses produced by the

National Housing Federation on the topics above at

www.housing.org.uk/partnership

LOCAL STRATEGIC

PARTNERSHIP

LOCALCOUNCIL

STATUTORYSECTOR

OTHERPARTNERS

COMPREHENSIVE

AREA ASSESSMENTCHECK ON PROGRESS

LOCAL AREA

AGREEMENT

NEGOTIATE LAACENTRAL

GOVERNMENT

THE NEW LOCAL STRUCTURES

At local level, partnership is now very much the name of the game.While partnership working is nothing new for many housingassociations, the structures and influence of these partnerships havechanged in recent years. It’s important that housing association boardsand management teams take time to reflect on who they engage withand how. Here, we look at some of the new partnership frameworksand their impact on housing associations.

LOCAL STRATEGIC PARTNERSHIPSA Local Strategic Partnership (LSP) brings together the public, privateand third sector bodies within an area so they can coordinate their workto improve the area. LSP members include the local council, businesses,the voluntary and community sector, the police and local NHS. LSPs arenon-statutory partnerships and follow local authority boundaries.

LLAsThese are three year agreements between central government and theupper-tier council for an area. The idea is that central and localgovernment agree on up to 35 targets from a list of 198 nationalindicators central government have identified. This process is led at locallevel by the upper-tier LSP.

AREA BASED GRANTAs part of the government's ongoing programme of 'freedom andflexibility' for local government, localities have been provided with anun-ringfenced pot of money known as Area Based Grant to help themachieve their LAA priorities. In a linked move, the government hasremoved the ring fence from Supporting People funding though this will still be provided as a designated grant for the first year.

COMPREHENSIVE AREA ASSESSMENTThis is the new inspection framework for local government. As well as a ‘use of resources’ assessment focussing on the council itself, therewill be an ‘area assessment’ looking at how well the whole area isworking together to achieve the priority outcomes the LSP haveidentified in the LAA.

up my street artwork 26/1/09 12:50

YORKSHIRE HOUSING

ARE WORKING IN

PARTNERSHIP WITH

CRAVEN DISTRICT

COUNCIL TO DELIVER

AFFORDABLE HOUSING

IN A RURAL DISTRICT

Yorkshire Housing own andmanage over 16000 homes

across Yorkshire, with anumber of these homes in thelarge rural district of Craven in

North Yorkshire. In 2004 theAudit Commission noted thatthe lack of affordable housing

development in the districtmeant there was a ‘high

risk of poor outcomes in this area.’

YORKSHIRE HOUSING PROPERTY

SERVICES DIRECTOR

DAVID BOLTON SAYS“The position since 2004 has changed

significantly and we believe this is largelydue to strong and successful partnership

working. We have engaged with the localauthority in a variety of different ways.

Using evidence gathered from thehomelessness service and housing needs

surveys to demonstrate housing need,regular meetings with the Council’s

executive team and administration alongwith working jointly with the Council in a

number of other forums. In additionwe’ve worked with a number of local rural

communities in partnership in order torealise the provision of much needed

affordable homes in the Craven district.

“The outcomes of this joined up workinghave been very successful. We are now inthe first phase programme of developing70 units predominantly for social rentusing land the council has gifted toYorkshire Housing in three rural villagesand market towns. £3 million funding hascome from the Housing Corporation withadditional funding coming from the localauthority and Yorkshire Housing. Morework is planned for the future as thepartnership considers other opportunities.A constant theme of the partnership is todevelop housing that meets people’sneeds in rural locations therefore goingsome way to preventing these ruralcommunities being undermined as localpeople move away due to the lack ofaffordable housing.”

THINGS TO CONSIDER

• Yorkshire Housing meets regularly withmembers of the Council’s executivecommittee. Does your organisation havea strong relationship with theseimportant decision-makers?

• Does your organisation make good useof housing needs surveys produced bythe authorities you work with toevidence demand?

• Are there other forums (for example oncrime and anti-social behaviour) whereyour organisation could buildrelationships with councillors and localauthority officers?

This image is from the opening of Wesley Way, a Yorkshire Housingdevelopment in High Bentham. The housing scheme, which consistsof nine two and three bedroom houses for rent, is built on landpreviously in the ownership of Craven District Council and will bemanaged by Craven Housing Association.


As one of the East Midlands’leading housing providers,

Riverside Housing MidlandsDivision works closely with

local authorities toregenerate and build

sustainable communities inthe East Midlands

CHRIS FLYNN, DIVISIONAL DIRECTOR

OF RIVERSIDE HOUSING MIDLANDS

DIVISION SAYS "The Midlands Divisional councillors' e-bulletin is used to keep councillors

informed of the work we are doing inthe area.

“We communicate with key stakeholderslike local councillors in many ways – post,email, events and meetings to strengthenour relationship with the local authorities

we work with. One of the successfulways we engage with councillors in theseareas is by sending an e-bulletin, twice a

year to the East and West Midlands.

“The e-bulletin contains four to five shortarticles on scheme updates, resident

involvement, funding in the communityand repairs figures for the division.

Key personnel in the division are also named so that councillors know who to

contact for further information.

“We surveyed key local authoritypartners recently and asked them howbest we should communicate with them and 90% of respondents said they preferred to have an email ratherthan direct mailing or meetings forinformation updates. During the year none of the e-bulletin recipientshave unsubscribed.

“The benefits of the e-bulletin tocouncillors are that they can obtainupdates on the progress of schemesbeing developed in their area, they candirect members of the community theyrepresent to information about fundingand also have information available ifthey receive any enquiries.

“An added benefit is that it is costeffective, as it’s emailed out, so there are no postage and printing costs.

“The e-bulletin is a way we keep keystakeholders like councillors informed ofthe work Riverside Housing are involvedin and help us continue to work closelywith local authorities to transform livesand revitalise neighbourhoods.”

RIVERSIDE

HOUSING KEEPING

COUNCILLORS

INFORMED


Estuary Housing Associationmanages approximately 3200

homes across Essex, Londonand Suffolk. In addition to

this Estuary do a largeamount of work in local

communities to improve thelives of residents.

In partnership with Southend Council,and a number of other organisations,

Estuary became involved with the TurningTides Neighbourhood Management

Scheme. The scheme is funded via theNeighbourhood Element of the Stronger

and Safer Communities Fund, andaccountable to Government Office Eastof England (GO East) via the Southend

Strategic Partnership (SouthendTogether). Estuary Housing are

represented on the NeighbourhoodManagement Partnership Governing

board and theme groups.

The Neighbourhood ManagementPartnership has provided direct

funding for their Phase 2 Children’s Centre, supported CIRCLES

(Central Information Resource for the Community for Learning,

Education and Skills) – a ‘not for profit’education project and the Estuary funded

Woodgrange Residents Association.

Estuary Housing’s key work was toengage residents in the scheme andwork in partnership with theneighbourhood management warden’steam who carry out regular patrol workon their estates in a good neighbour rolecovering environmental issues, anti-socialbehaviour, graffiti watch and generalcommunity support. This has aided theirwork to combat anti-social behaviour andallowed them to have a number of oneoff initiatives including clean up days, asummer dog show and a children’s‘Dreams’ workshop. These have increasedcommunity confidence, self worth andstrengthened social links in the area.

Other initiatives directly resulting fromthe partnership have included theintroduction of recycling facilitiespreviously denied to the estate, dog litterbins, and additional rubbish bins,decorated by the youth from the estate.The partnership has also helped EstuaryHousing to engage with SouthendUnited Community Education Trust, toenable the national KICKZ project ‘freeelement’ to be delivered from theirFamily Centre on the estate.

ESTUARY HOUSING

ASSOCIATION WORKS IN

PARTNERSHIP TO TURN THE

TIDE IN SOUTHEND

Estuary Housing Association’s neighbourhoodmanagement partnership work resulted in clean-updays, dog shows and a children’s ‘Dreams’ workshop.


Estuary Housing’s partnership withTurning Tides has helped to strengthenexisting links with agencies working in

the area, as well as forging new ones. Asthe Neighbourhood Management remit

involves challenging the way servicedeliverers operate in disadvantaged areas

the partnership has enabled them towork with and support residents to have

a say about their own community, andtheir aspirations for it, with a view to

changing the way services are deliveredand accessed.

JOHN PERRY, PERFORMANCE AND

PROGRAMME OFFICER FOR THE

PARTNERSHIP SAYS“Turning Tides Neighbourhood

Management Partnership has developed anextremely beneficial relationship withEstuary Housing management, staff,

volunteers and residents of theWoodgrange Estate, Southend-on-Sea.Neighbourhood Management value the

support and involvement of Estuary Housingin our programme and, with a number of

other future events planned, are pleased tocount Estuary as key partners in our work

on the Woodgrange Estate and theNeighbourhood Management area”

THINGS TO CONSIDER

• A lot of central government funding is now routed through local strategicpartnerships like Southend Together.How could your organisation access this money to benefit thepeople you serve?

• Representation on the LSP core group may not be realistic for your association – but are there theme groups like the SouthendNeighbourhood ManagementPartnership Governing Board which your organisation could get involved in?

Estuary Housing Association’s neighbourhood clean-up days.

Estuary Housing Association’sneighbourhood dog shows.


In this piece, Rodney Dykes ofBee Housing Limited - former

Managing Director of RDHSLimited and Deputy Chief

Executive of the then NorthBritish Housing Association and

Merseyside Improved Houses(now Places for People and

Riverside Housing Grouprespectively) - reminds readers

of the historic role played bylocal authorities in sponsoring

housing associationdevelopment prior to the

creation of the HousingCorporation in 1964. Then he

goes on to examine andendorse their role now with the

advent of the Homes andCommunities Agency and

Tenants Services Authority.

Prior to the establishment of the HousingCorporation in 1964, the financial

support to housing associations wasdependent on their relationship with

local authorities. By contrast to thecontrolled annual capital programmes of

today, the financing regime of those dayswas very relaxed, indeed non-existent.

Those board members and seniorexecutives holding high office in housingassociations today have many pressureson them. So much so that the dueprocess of change that is about tohappen may well mean that both thelessons of history and the Governmentintentions on the role of the localauthority are not fully understood. TheLocal Government Association assertsthat their membership’s role in relation tohousing is undergoing significantchange. In their own words “localauthorities must develop a vision for theircommunities and this involves delivery ofhomes and places where people chooseto live and work”.

It is not just about new provision,important though that is, but increasinglyin today’s difficult economic environmentthe partnership management of whathas gone before, enhancing social,environmental and economic wellbeing.The need is demonstrated with waitinglists for rented housing from localauthorities and housing associationspredicted to rise, at over 90,000applications each year, to over 5 millionby 2010. With increasing re-possessionsof homeowners, the pressure on localauthorities is clear.

However, all that is against a backgroundof what local authorities do nowcompared to that previously done. Localauthority ownership of rented housinghas declined dramatically from 3382mhomes in 1961 to 2086m in 2006.

GUESTCOMMENTRODNEY DYKES


That contrasts with the growth in thestrategic and wider operational areas.Local authority spending on housing andrelated activities remains big money. In2008-2009 this was £15,987m, secondonly to education (£41,000m) and socialcare (£20,000m). Translated into strategicobjectives the areas are wide ranging andinclude community cohesion, greenissues, homelessness, decent homesstandards, health and safety ratings,supporting people, and housing marketissues, all of which taken together (andthe list is not exhaustive) feed into astrategic role.

The government, through its emphasison Local Area Agreements, expect localauthorities to give a very positive leadand an increasing reliance on apartnership approach with all the variousagencies involved in service delivery, notleast of which is the supply of housing.Housing Associations, whether thetraditional or those recently formedthrough the stock transfer process, have to be seen to be playing animportant if not pivotal role in theseareas of social infrastructure.

The cessation of the Housing Corporationafter 44 years and its transformation intotwo agencies the Tenants ServicesAuthority and the Homes and

Communities Agency was at sometimeinevitable. The separation of the fundingand regulatory regimes was one of thedrivers, but at the same time the work ofthe Homes and Communities Agency cannow be seen as set out in ‘Transformingplaces – changing lives’ combining arange of existing agencies as well as theHousing Corporation.

Less than twelve months ago, at theNorthern Regeneration Summit held inManchester, Iain Wright MP,Parliamentary Under Secretary of Statesaid of the new Homes and CommunitiesAgency that ‘it will ensure that housingdevelopments always go hand in handwith investment in facilities andinfrastructure – the shops and schoolsbusinesses and public services whichmake a community tick’.

Amongst the key objectives for theHomes and Communities Agency is tosupport the delivery of the government’saspiration for 180,000 new homes by2011. This was described by the Ministerof Housing and Planning as the agencyhaving ‘a core strength to have a singleconversation with local authorities .... to deliver’.

Unsurprising therefore that in its ChiefExecutive Sir Bob Kerslake we havesomeone with local government in hisblood. With a £5 billion investmentbudget in its first year, the indications are clear.For some time now, the world ofhousing associations has been driven,monitored by and largely beenaccountable to the Housing Corporationand the Audit Commission. There hasbeen some recognition of stakeholderinvolvement, mostly to residents. Somehousing associations have grasped thisas an opportunity to work more closelywith their customer base.

Local authority partnering has been onthe agenda, but not necessarily up thereat the top. Local authorities have beenencouraged to transfer their stock to anot for profit model, and to concentrateon their strategic role and partnering.

2009 sees a new chapter in the work ofhousing associations, in a difficulteconomic climate, with more expectedof them. There are those in localauthorities who desire a closer workingrelationship; some will demand it as theyjealously inspect the association’sprofitability and balance sheets. Apartnership of the local authority with itsdemocratic base, and housingassociations who have a can do, will doattitude under the new framework maywell mean that the good workof yesterday when localauthorities providedthemselves as well asguidelines for others leads to a new, and frankly,healthier relationship.

There is a very positive role for Chairsand Board Members of housingassociations. There is now muchevidence in our various social,environmental and third sector bodiesthat those charged with accountabilityshould play a greater role in partneringwith local authorities.

The Primary Care Trusts and AcuteHospital Trusts, charitable providers ofservices to the health economy as inhospices, have led the way, with jointappointments and well publicisedpartnership agreements. HousingAssociations should now prioritiseengagement with the wide range oflocal authority initiatives including localstrategic partnerships, overview andscrutiny committees and the day-to-daywork of elected councillors.

Now is the time to press the refreshbutton on these local authority links andpartnerships. Without a closeunderstanding of the strategic approachthe money chests and the benefits thesebring to our communities will be locked.

PAGE 16


ROCKINGHAM FOREST

MEET STRATEGIC

OBJECTIVES THROUGH

PARTNERSHIP

WORKING

Rockingham Forest HousingAssociation is a small top

performing community basedassociation working across

Northamptonshire, withexpertise managing urban

and rural housing.

Rockingham Forest Housing Association isan active partner and current chair of aNeighbourhood Projects ManagementGroup which is based in the district of

East Northamptonshire. This group isresponsible for delivering several

community development projects. Led byEast Northamptonshire Council, the group

works to improve identified social,economic and disadvantaged areas in the

district. It is a multi-agency partnershipwhich has been has been running

successfully since 2005 and is made up ofrepresentatives from the Local Authority,

housing associations, Fire and Policeservices, the Primary Care Trust,

Groundwork North Northants (a localurban regeneration charity) and other

agencies with an interest in eachindividual project area.

The group has agreed terms of referenceand has set clear aims and objectives. It holds regular meetings to drive theprojects forward and to ensure it meetsthese objectives. The local authority hasits own operational budget but everyonein the partnership has contributedfinancially and this has encouragedownership and commitment. A localauthority capital budget, together withexternal funding has funded schemessuch as a Multi-Use Games Area andimprovements to a local park.Rockingham Forest Housing Associationhas a designated budget for thispartnership work and in addition to thishas spent over £20,000 on new fencingto improve the street scene. This has beenvery well received by the community. OneRockingham Forest Housing Associationresident said:

My new fence has meant that I don’t need to worry about mygrandchildren runningout into the road everytime I open my frontdoor

“

”

A Rockingham Forest Housing Officer with someof the children involved with the project.


THINGS TO CONSIDER

• Partnership working has allowedRockingham Forest HousingAssociation to achieve one of theirprinciple strategic objectives. Whatelements of your organisations’business plan could be deliveredthrough partnership working?

• Rockingham Forest HousingAssociation chair the EastNorthamptonshire NeighbourhoodProjects Management Group – areany of your organisation’s staffleading partnerships like this onbehalf of the local authority?

Rockingham Forest Housing Association’sresidents have benefited from thispartnership in many ways. In the firstproject area there is now a communityassociation which runs a coffee shop and avariety of other activities. These haveincluded estate tidy up days, family fundays and children’s activity days during thesummer holidays. One spin off from thecommunity association has been thedevelopment of a community learningcentre which runs a variety of trainingcourses for local residents. Another recentdevelopment has been the establishmentof a youth panel made up of young peoplefrom the ages of 7 to 16 which willencourage involvement in their community.

Feedback from local residents overall hasbeen very positive and they are pleasedthat their views have been listened to.

ROSEMARIE ANDERSON,

CHIEF EXECUTIVE OF ROCKINGHAM

FOREST HOUSING ASSOCIATION SAYS

“The project has allowed RockinghamForest Housing Association to meet one ofthe principle strategic objectives in ourbusiness plan which is to meet the needsof the communities we serve. We couldnot have done this as successfully on ourown. It has also allowed us to address theissue of low demand for housing in theseareas. Other agencies in the partnershiphave also noticed benefits, for example thepolice have reported that crime figureshave dropped in the initial project area.

Undertaking a partnershipproject of this kind is a major challenge andrequires sharedresponsibility and anacceptance by all concernedthat learning, monitoringand evaluation is asignificant part of the workprogramme. This allowsbest practice to be carriedforward into futurecommunity projects.

“

”


VIEW FROM WESTMINSTER:

"Local Authorities play a key role, not just indetermining the patterns of housingdevelopment and regeneration in theirareas, but also in shaping a whole range ofservices which will impact on the quality oflife of local residents. It is fundamental forHousing Associations wanting to work inthat area to understand the values,concerns and priorities of the Councillorswho shape the policies and practices of theLocal Authority. Yet in many parts of thecountry, Councillors have little contact withthe majority of Housing Associations whoare operating in their area. Building positivelinks and relationships with local Councillorsis not an optional extra, nor a matter oftoken gestures; it should be an ongoingconcern for all Housing Association Boards."

Nick Raynsford MP, (Labour) MP forGreenwich and former housing minister.

VIEW FROM LOCAL GOVERNMENT:

"In my ward, working with the localhousing association is as important asworking with council departments and thepolice. Our local housing association makesa key contribution to my constituents'quality of life."

Cllr Daniel Houghton

VIEW FROM LOCAL GOVERNMENT

"Housing association engagement withlocal structures is not only important, it isessential. Even in an area like mine wherethe council has retained its stock, housingassociations still have a significant presence.

During my involvement with my localstrategic partnership, I thought that theabsence of anyone from the housingassociation sector was a major omissiongiven that we are a growth area and the importance of housing in thecommunity plan."

Cllr Paul Corazzo

VIEW FROM THE HOMES AND

COMMUNITIES AGENCY:

"Local authorities are the democraticleadership and have the influence andpower on the agendas we are seekingcollectively to move forward on... The good RSLs, strategic players locally, will be at that table."

Sir Bob Kerslake, Chief Executive,Homes & Communities Agency

What they are saying

Nick Raynsford MP

Cllr Daniel Houghton Sir Bob Kerslake


SOUTH SHROPSHIRE

HOUSING ASSOCIATION

LEAD LOCAL STRATEGIC

PARTNERSHIP

The Local Strategic Partnershipfor South Shropshire has beenoperating for eight years and

South Shropshire Housing havebeen involved since its inception

with their chief executive, MartinHolland, Chair of the Partnership

for four years until 2005.

The partnership has four key objectives:economic regeneration, affordable

housing, safer communities andenvironmental protection and has very

strong links with Parish Councils, voluntarygroups and primary agencies (including

Police, Fire & Rescue and the Primary CareTrust). To support the work of the

Partnership South Shropshire HousingAssociation part funded a full-time Project

Officer for the first three years of the role’s existence.

MARTIN HOLLAND, GROUP CHIEF

EXECUTIVE OF THE SHROPSHIRE

HOUSING GROUP SAYS

“We believe that our role in thecommunity goes far beyond being only a

housing service provider. As a stocktransfer housing association it might easilyhave been seen as almost another branch

of the council. Our engagement withother partners from varied backgroundshas ensured that we have established a

clear ‘brand’ of our own and are nowrecognised as a community leader which

uses its resources effectively for local communities.

“Through our resident involvement officerwe have ensured that residents areinvolved in the production of Parish Plans.Through the Partnership we haveestablished a ‘Community Chest’ fundedthrough Second Homes Council Tax whichhas allowed grants for a number ofdifferent local projects includingcommunity gardens, healthy eatingprojects, mother and toddler groups, I.T. initiatives and many more.

“We have realised to be successful allpartners (including us) have had to learnto ‘give’ and share resources, informationand experience in order to improveoutcomes. Overly bureaucratic andformalised bodies do not work well in a partnership.”

THINGS TO CONSIDER

• South Shropshire’s involvement in thelocal strategic partnership helped themdevelop their own brand and role as acommunity leader following transfer.Could your organisation benefit fromplaying a similar role?

• The local strategic partnership alsobrought South Shropshire into contactwith the Police, Fire & Rescue and thePrimary Care Trust. How good are your organisation’s links with thesestatutory services?

South Shropshire Housing Association’s involvement in the local strategicpartnership helped them develop their brand and community leadership role.


Membership of the Norfolk RSLAlliance is open to any housing

association owning or managinghomes in Norfolk. Currently the

other members include BroadlandHousing Association, Cotman

Housing Association, FreebridgeCommunity Housing, The Guinness

Trust, Victory Housing Trust, OrbitHousing Association, Minster

Housing Association, Peddars WayHousing Association, SaffronHousing Trust and Stoneham

Home Stay.

MARK JONES, MANAGING DIRECTOR OF

WHERRY HOUSING ASSOCIATION WAS

CHAIR OF THE ALLIANCE FROM JULY

2007 TO JULY 2008. HE SAYS

“The Alliance was keen to progress itsapproach to homelessness prevention and by

collecting information from all memberassociations was able to identify shared

priorities and objectives. The Alliancecommissioned SPACE East in collaboration

with housing association members toproduce a sub-regional homelessness

prevention strategy and the final documentwas launched in April 2008. The Norfolk

Homelessness Strategy is truly innovative inthat it is the first strategy of its type agreed

by a number of housing associations coveringmultiple local authorities.

“The Alliance has been welcomed by local decision makers and is formallyrepresented in many Norfolk wide groupsincluding the Norfolk County StrategicPartnership, the Norfolk Youth Homelessnessforum, the Housing DFG – LAA group andNorfolk County Strategic Group – CrimeReduction.

The Alliance and strategy was cited in the Housing Corporation Good Practice noteApril 2008 ‘Working with local Authorities’ asa model of best practice.”

NICK SEDGEWICK, SPECIAL ADVISOR ON

HOMELESSNESS FOR THE HOUSING

CORPORATION, SAYS, "The Norfolk RSL Strategic Alliance is amodel of joint working across a sub-regionthat other areas of the UK could learn from.It represents an example of real partnershipworking by housing associations that willdrive changes to prevent and tacklehomelessness across Norfolk."

THINGS TO CONSIDER

• By coming together as a sector, the Norfolkhousing associations gained representationon several important strategic bodies. Howcould you adapt this model to your area?

• Partnership working enabled delivery on a key local priority – homelessness.Which of the priorities in your local area agreement could the housingassociation sector deliver on in partnership?

Norfolk housing associationscame together to launch the

Norfolk RSL Alliance. FORWARD

THINKING – THE

ROLE OF HOUSING

ASSOCIATIONS IN

PREVENTING

HOMELESSNESS

IN NORFOLK


www.housing.org.uk/partnership

Your one-stop shop for advice, tips andresources on local engagement

UP MY STREET –

WORKING TOGETHER

IN PARTNERSHIP

Local authorities and local partnershipsare an increasingly important agendaand ensuring strong local engagementis a business critical issue for housingassociations and their boards.

This guide sets out how the new localpartnerships arrangements will affectyour organisation and highlights someof the successes of housing associationsin supporting and engaging with theirlocal partnerships.

FEDERATION CONTACTS

JENNY ALLENE: [email protected]: 07775 722 258

BRIAN ROBSONE: [email protected]: 020 7067 1079

BETH WAGSTAFFE: [email protected]: 020 7067 1032

National Housing FederationLion Court25 Procter StreetLondon WC1V 6NY

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This document is printed on re-cycled paper using bio-degradable inks as part of National Housing

Federation’s commitment to protecting the environment.


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