Comprehensive Performance Assessment - Diagnostics
CPA Self-assessment for Public Space
1. How well does the council contribute to the management of the physical environment?
Does the Council secure a high quality environment through new build and maintenance work?
Not only a regional and national priority, regeneration in the Thames Gateway has the potential to contribute to economic growth and environmental enhancement. A core theme of the Council's Local Plan reflects this opportunity to create more sustainable forms of development.
Dartford faces challenges due to its heritage and a number of neighbourhoods have significantly greater problems than most parts of the county requiring special focus for action as Priority Communities, detailed in the Community Strategy. Specific issues include improving quality of life, housing standards and the physical environment.
The Council's principles for achieving high quality, sustainable development through numerous policies and proposals reflected in the Local Plan. Planning Briefs are prepared for all major development sites to amplify general policies and ensure adoption as Supplementary Planning Guidance.
In particularly sensitive sites the Council has commissioned Urban Design Guidance and refused planning permission on the grounds of inadequate urban design. Recent development in Dartford has been acknowledged for its high standards of urban design: the Ingress Park development received the RTPI Annual Award for Urban Design in 2001/2.
The Audit Commission praised the Council in 2003 for "encouraging development which meets regeneration needs while maintaining high quality and innovative design" (Planning and Land Best Value Review May 2003).
The statutory targets for "Minor" planning applications in 2003/4 is set to exceed the response time by 10%. The Council's workload on "Major" applications includes a high proportion of very significant proposals due to Dartford's importance to the Thames Gateway but is still projected to determine 55% of these in 13 weeks (national target 60%).
The Audit Commission described Dartford's performance on statutory response times as " a good performance given the heavy call on resources demanded by the complexity and scale of the applications for Dartford's major sites." (Planning and Land Best Value Review May 2003)
Arising from the Street Scenes Best Value review, an Environmental Enforcement Officer working across departments was introduced providing improved focus in this area and the introduction of a non-departmentalised team with wide ranging inspection and enforcement responsibilities is being reviewed.
Comments on issues such as graffiti, litter, dog fouling, missed refuse, abandoned cars etc. are dealt with by Environmental Services with direct access to contractors' personnel. Provision is made within street scene services and play area maintenance contracts for quick response to emergency cleaning situations.
The Environmental Health Team offer a 24 hour call-out service in response to Statutory Nuisances. The Draft Air Quality Action Plan and update and Screening Report appear on the DEFRA website as examples of good practice.
The Council has used its EPA Part 2 powers to investigate a contaminated land issue on a recent housing development and has secured voluntary remediation and t he Council has adopted a Contaminated Land Strategy.
An Unauthorised Encampment Officer has been appointed to deal with illegal encampments on Council land and works in partnership with other agencies to ensure this is dealt with.
Arising from Disability Discrimination Act responsibilities, a programme of access improvement works has been progressed at the Civic Centre.
Consultants have been appointed to review operational arrangements and assess what other approaches to service provision may be required in providing equal access to council services.
2. Does the council help keep the locality clean?
Does the council deal effectively with household and other waste?
As a signatory to the Joint Household Waste Strategy for Kent, Dartford encourages waste reduction and recycling through a number of measures, including a £25,000 DEFRA funded promotional initiative in 2002/03 which includes publicity, exhibitions, schools talks and a "Slim Your Bin" campaign.
Dartford was one of the first Councils in Kent to introduce kerbside recycling to 100% of its households, with a fortnightly kerbside collection service for newspapers, magazines and cardboard which achieved a recycling rate of 14% in 1997.
With the re-tendering of the service in a reduced form excluding cardboard collections and the provision of collection sacks the recycling rate reduced to 7% in 1998.
It is on this figure that the statutory Best Value Performance Indicators (BVPIs) targets of 14% (2003/04) and 21% (2005/06) are based.
Borough-wide kerbside collection for dry recyclables commenced in March 2003 and t he statutory recycling target of 14% will be achieved by the end of 2003/4.
The Council operates a Bulky Waste Collection service which is charged, but encourages reuse through its work with RESPOND a South East London based charity collecting reusable bulky waste (mainly furniture) free of charge.
The Council also provide a free weekly clinical waste collection service to bona fide residents and at a charge to doctors' surgeries and commercial practices.
How effectively is the council cleaning streets and other public places?
Council Area Inspectors work in close liaison with Housing Estate Wardens and Highways Inspectors, to ensure a co-ordinated programme of inspection of contracted work.
Environmental Cleansing contract includes street sweeping, emptying of litter & dog bins, and provision of two cleansing "hit squads" and monthly meetings between the Council and the Contractor take place to ensure problems are tackled effectively and to agree future actions and responses.
Specialist contractors are employed for removal of large scale commercial fly tipping. This range of service provides flexibility and speed of response required to deal with public or officer generated reports. Grounds maintenance contracts and hirers contracts also include an extensive element of cleansing to ensure green spaces are kept clear of litter.
Due to the volume of building activity in the area, there is an increase in the amount of fly-tipping and there has been a substantial programme of bunding to vulnerable sites as an effective deterrent.
The Environmental Enforcement Officer, supported by the Environment Agency and Police, has engaged on surveillance and followed through several operations.
Deep Clean initiative piloted In 2003 to target the Council's cleaning and maintenance activities in specific areas working with local community representatives, Parish Council and other partners.
Due to the success of this initiative, but subject to funding, the Council intends to roll the programme out to further wards during 2004/05.
The aim of Deep Clean is to achieve a step change in the level of cleanliness of an area, and engage the community to develop shared responsibility for the future care of the local environment.
The Council has been expanding its graffiti cleaning service since 2002/3 resulting in a free service for removal of graffiti from private, domestic owned land, with a charged service for non-domestic owners.
Photographic records are held to gauge the visual impact of this service and there have been successful prosecutions relating to graffiti in Central Park and recovery of costs.
The Council targets the removal of abandoned cars through partnership working with KCC, Kent Police, the DVLA and Fire Service. The scheme, entitled CUBIT involves both Dartford and Gravesham. The 12 week pilot saw a total of 648 vehicles dealt with in Dartford.
3. Does the council work with partners to improve community safety?
Does the council provide an effective contribution to the local crime and disorder reduction partnership ?
The Council is clear in its approach to Community Safety. It has identified key aims and priorities in the Dartford Community Safety Partnership Strategy 2002-05 and Annual Action Plan (DCSP).
Priorities of the current strategy used results of the 2002 Crime & Disorder Audit, through extensive consultation with: public; Council Members; Council departments; DCSP agencies and a wider non-statutory consultee audience.
The strategy reflects local and national crime trends as well as community concerns. All actions state responsible agencies, departments and individuals and their progress is reviewed to ensure effective delivery and monitored by the DCSP Ex-sub group.
During Spring 2003, the DCSP commissioned: i) Crime Concern to review partnerships and ii) NACRO to consult with 5 focus groups on crime and disorder issues in Dartford with recommendations already actioned.
The main issue that emerged was Communications - to be addressed in a review of the structure and targets for the 2004/5 Action Plan lead by the Anti-Social Behaviour Co-ordinator to ensure the public are informed of the work of the DCSP and its ASB group, including progress with the Courts and the positive changes in many of the young people dealt with by the group.
The Council leads on developing and monitoring the DCSP Action Plan, provides a secretariat role and acts as Accountable Body for funding streams acquired by the DCSP and works with various agencies to pool resources in order to enhance the activities of the DCSP.
This has led to the development of successful programmes such as the Thames Gateway Football project, Sure Start - Dartford, Dartford and Gravesham Children's Fund, Urban , Diversionary Activities for young people, "Don't Sit Get Fit", "Positive Futures" (via Dartford Health Action Team) and various "Communities Against Drugs" initiatives.
There has been employment of a DCSP Anti-Social Behaviour Co-ordinator working jointly between the Civic Centre and Dartford Police Station as well as a DCSP part time post focusing on Substance Misuse. The Council and North Kent Police work together to publicise the partnership.
The Council has conducted mainstreaming training using Crime Concern in 2002 for Officers and Members and in 2003 to raise awareness of community safety and inform Officers as to how it can be incorporated into their work and associated Service Plans.
The Council's close working between Community Safety Team and Arts and Sports Development is reflected in the Kent Thameside Cultural Strategy 2003-08.
There is a Town Centre radio network between retailers, publicans, CCTV Control Centre and a variety of other partners to ensure there is a timely and effective response to problems arising in the Town Centre and assist the exchange of valuable information for the benefit of shoppers and retailers.
Outcomes of collective working with other agencies including the Town Centre Partnership and Police have resulted in Intelligence Manager, CCTV, Town Centre Warden, a Rural Warden and Police Community Support Officers.
The Council doubled the number of CCTV cameras operating in the Town Centre in 2002 and extended coverage to Hesketh and Central Parks. This project was funded jointly by the Council and the Home Office through the Crime Reduction Programme: CCTV Initiative Round 2.
In 2003 a mobile CCTV camera has become available to undertake targeted surveillance. With the support of traders, the Council has funded Dartford Town Against Crime (D-TAC), a local crime reduction partnership and employed an Intelligence Manager.
Both are contributing towards a safe and secure shopping environment in the town centre which has already surpassed expected take-up levels in the first year and due to its success, is being expanded to include Temple Hill.
Has the council (in partnership) been able to secure impact on outcomes as a result of the local community safety work?
The Council has ensured that services such as CCTV, Rural & Town Centre Wardens, Police Community Support Officers and ASBOs are auditable to enhance Community Safety .
There has been a positive impact on the community, with over 80% of cases showing an improvement in behaviour.
Initiatives arising from the DCSP Action Plan 2003/04 have resulted in a first quarter reduction of 20.5% in street robberies and 129 dwellings having improved security installed through the Handy Van scheme to protect vulnerable residents.
4. Does the council contribute to activities to positively engage children and young people?
Does the council have a clear idea about the needs of local children and young people?
Dartford Youth Council (DYC) was established in November 1999 and is facilitated by Kent County Council Youth & Community Services on behalf of the Council.
DYC aims to provide a means of two-way communication between the Council and the young people who live, work and go to school in the Dartford Borough. DYC is currently consulting young people on Community Safety (using the annual Community Safety Partnership Survey as a template with KCC facilitating).
What is the council doing to secure a range of activities for young people and encourage their positive engagement?
The Community Safety Team works closely with Arts and Sports Development within the Council. A key objective is to identify, develop and where appropriate implement diversionary activities for young people all year round (subject to limited budgets).
Information from reports of "youth nuisance" via Housing, Police databases and calls to the Community Safety Team is increasingly being used to prioritise project work (this is currently being mapped on GIS). This is reflected in the Kent Thameside Cultural Strategy 2003-08 (KTCS) and the DCSP Strategy 2002-05 & Annual Action Plan.
As part of the development of these strategies, young people were actively consulted by questionnaires, focus groups and through the DYC. Examples of projects that developed as a result of consulting with young people and liaising with Community Development Workers include, DJ workshops, dance classes, basketball and judo sessions. Progress is being made on the provision of a youth shelter in Temple Hill.
A wide range of activities are provided for all age groups (0-18 years) throughout the Summer School holiday period. Through the "Summer Sizzlers" programme, the Council directly provides activities attended by 929 youngsters.
In partnership with KCC Social Services, the Council also provides grants to the voluntary sector to enable / support activities to be arranged in the local area which were attended by 2,935 young people.
Priority is given to the focus geographical areas of the Dartford Community Safety Partnership (DCSP) and KCC Social Services visit the projects to ensure they are operating in accordance with legislation etc.
In addition to promoting these activities via schools, the Council works closely with various agencies and through links with DYC, Community Development Workers and voluntary organisations to ensure that young people are aware of them.
The Council also works in partnership to address social inclusion issues facing children / young people and their families. This has led to the development of successful programmes such as the Thames Gateway Football project, Sure Start - Dartford, Dartford and Gravesham Children's Fund , "Don't Sit Get Fit" and "Positive Futures" (via Dartford Health Action Team ).
The Council also provides an Accountable Body role for some of these. The Council is currently supporting the proposals for developing the virtual concept of Children's Centres in the Borough and it is hoped that this will be closely linked to the work of Sure Start - Dartford. The Council also supports Kent Children's and Youth Universities enabling local children to do so free of charge.
In 2003 the Council commenced a three year programme of major playground refurbishment at an overall cost of £1 million. In 2003, three playgrounds will have a major overhaul and refit and one new playground will be constructed.
Each playground is discussed in advance with local communities so that the eventual schemes incorporate play value related to local expectations. To ensure that potential users rather than just parents are engaged in the discussion, consultants arrange site visits at times and days when groups of young people are known to be in the area.
The Council is examining the feasibility of providing a Skate Park in Dartford. The project has developed into an active working group of young people representing wheeled sports and has resulted in significant consultation process with over 700 responses.
Site management, site content, materials and location are being defined and a design brief is about to be prepared to seek design proposals from potential companies. The feasibility study is being undertaken with Groundwork Kent Thameside who in conjunction with the working group and DYC will be making application to the Living Spaces Fund for grant funding. Capital budget exists for 2004/5.
CPA Self-assessment for Meeting the Decent Homes Standard
- What is the council trying to achieve in relation to the Standard? Does the council know the condition of their housing stock and their compliance with the Decent Homes Standard?
1.1 What is the council trying to achieve in relation to the Standard?
Housing Services for Dartford were subject to a five year voluntary management contract which came to an end on 31 March 2000. The decision was taken to return the service in-house to evaluate the future options for the management of the housing stock.
Commitment to achieving Decent Homes was at the core of the first published Business Plan of the in-house service produced in 2000. This Business Plan acknowledged the commissioning of a stock condition survey to be the foundation stone for this process.
A key element to the Housing Business Plan is the Operational Plan which translates these key ambitions into objectives with measurable outcomes.
Since 2000 the Council's Housing Strategy and Business Plan have been refined and have achieved a high score.
Key objectives within the Business Plan, such as achieving Decent Homes are devised and linked to the Kent Thameside Community Strategy, the Community Safety Strategy and the Council's corporate priorities as well as operational targets which are consulted on with resident representatives.
The first 10% stock condition survey was commissioned at the end of 2001 when it was thought Decent Homes guidance had been finalised.
The survey identified that 52% of the stock was below Standard at that time. Useful though the first stock condition survey is for developing the programmes referred to above, it was recognised that it contained some gaps, particularly in relation to the Decent Homes Standard itself because further guidance had been issued.
Further analysis of the survey data has enabled progress to be made on this (see 1.2 below). However, to ensure comprehensive consideration of our stock condition, a further 10% sample survey was undertaken at the end of 2003. The Community Housing Task Force applauds this action as the Council seeks to redress the percentage of 'cloned' data.
Arising from the results of that survey tenants preferences for replacement windows with double glazed sealed units were factored into planned maintenance programmes.
The Council further considered priorities for achieving the standard at the end of 2002 which set out an approach to the improvement of tenant's homes on the basis of packages of work intended to cover a range of property needs with limited disruption to occupants.
A Decent Homes Implementation Plan is in development to address the stock condition intelligence gained from the surveys. It is recognised that the Council is not yet clear on the resources available to it for funding the achievement of the Standard.
Using the now extensive stock condition information, a strategic options appraisal is underway to identify what alternatives are available to the Council and its tenants. This is dealt with under 1.3 below. However, until the investment needs had been identified to achieve the standard this could not be addressed.
1.2 How good is the base information to help the council understand what needs to be done to meet the DHS?
The Council has now completed the second stock condition survey as a part of its work to obtain accurate data on the condition of the stock and what needs to be done to meet the Decent Homes Standard by at least 2010.
As a result of the two exercises, 20% of the stock has been surveyed. The initial results from the second survey indicate a level of investment required in the stock as similar to the first survey. The data has been validated and uploaded into the Council's database to produce decency reports with associated works programmes.
Having undertaken two surveys the Council is in a particularly strong position with regard to an understanding of what needs to be done to achieve the Decent Homes Standard.
This understanding is based on the following arrangements:
The stock condition data held within the Council's Academy Maintenance Planner (AMP) comprises property data (address, ward, etc.), internal elements (age of kitchen and bathroom, heating type, etc.) and external elements (wall damage, windows, doors, chimney repair, etc.)
This data is used in conjunction with the Decent Homes Standard criteria to calculate what proportion of the stock fails the Standard, by criterion. These reports are used to produce works programmes to address the non-decency by creating projects that rectify properties that fail Decent Homes within each criterion. The package approach to improvement referred to above is a result of this process.
The database allows the projection of future decency failures, identifying the peaks and troughs of workload over the years to 2010 and beyond. This enables the smoothing of high workload years forwards and/or backwards over the years into the 'trough' years.
The AMP data is currently being integrated within the repairs module of the Academy Housing IT system. This enables staff in the responsive repairs team to be aware of any planned maintenance programmes over future years and to put on hold responsive repairs (unless they are an emergency or urgent work) until the programme is carried out.
Upon completion of properties within the programme of works, the repairs system is updated allowing the repairs staff at a glance to identify what is complete and what guarantees are in place.
The Academy repairs module updates any information regarding the project and the life cycles of the element that have been replaced within AMP depending on the set of rules that have been established for this purpose.
Each module has the capability of updating each other with works that have been completed and provides essential information between sections to amend records for reporting on decency passes or failures and works programme production.
Details from the Stock Condition Surveys allow officers, Members and tenants to appreciate the level of investment required to achieve Decent Homes objectives and in addition works required to improve the environs of Council estates and related aspects. In planning work programmes the Council considers compliance with Decent Homes, health and safety and legislative requirements.
The Council is also addressing its liability under the Duty to Manage Asbestos Regulations 2002 and the Health and Safety at Work Act by seeking to commission a type one asbestos survey of 50% of its housing stock.
This survey will assess the risk areas from where Part 2 and Part 3 surveys will be identified as necessary to inform work programmes and tenants undertaking improvements. A database is being sought to manage the data.
Whilst surveyors are on site they will also collect Decent Homes data. This project would mean that the Council would have a total of 70% Decent Homes stock condition data.
The Council has energy efficiency data as part of the two stock condition surveys which demonstrates the benefits of the Council's double glazing policy. The Council's average SAP rating is now 61 and above average for the region.
Linked to the stock condition information position for understanding what needs to be done to achieve Decent Homes is the availability of resources and hence options viable for the Council. This is now dealt with under 1.3 below.
1.3 Has the Council evaluated a range of options, which would enable it to achieve the DHS and other objectives?
The Council is undertaking a two-stage approach to the evaluation of options for meeting the Decent Homes Standard and other strategic objectives. The first stage was a purely financial appraisal of how the Decent Homes Standard may be reached.
The aim was to rule in or rule out the various options. This was a financial analysis based upon the stock condition data.
As mentioned earlier, because of gaps in the earlier stock condition data, a second stock condition survey has been undertaken, preliminary results are which are now available.
Consultants commissioned by the Council are analysing our current and projected resource position alongside the investment needs indicated from the surveys as required to meet the Standard. From this will be reported what appears to be viable and what not.
Tenant representatives will be appointing an independent advisor to support them through the process with the Council of considering the implications of the options and what would be the best way forward. The Council is also in discussion with the Community Housing Task Force to gain their advice on arrangements for tenant consultation.
1.4 Are there robust strategies and plans in place to help the Council meet the DHS?
The Council's Housing Revenue Account Business Plan was awarded a 'fit for purpose' score of 26 out of 30 and the Council is keen to achieve complete 'fit for purpose' status well in advance of the Government's deadline for the signing off of agreed strategic stock options.
It is acknowledged that the key element is the Stock Options Appraisal. As set out above, arrangements for this are now well advanced for consultation with tenants and other key stakeholders. The Stock Options Appraisal is due to be completed by 31 December 2004.
Notwithstanding this, the Council is developing a Decent Homes Implementation Plan that includes a critical path to the achievement of the Standard. In order for this to be achieved, the Council will need to change aspects of its procurement policies. Work is underway to address this together with ensuring that approaches are 'Egan compliant' by December 2004.
Clearly the Housing Revenue Business Plan and the Decent Homes Implementation Plan will need to be further informed by the detailed financial analysis and outcome being reported upon by the Council's consultants.
2. Is the Council delivering its plans to meet the Decent Homes Standard?
Has the council maximised its capacity to deliver the DHS, are work programmes designed to meet the DHS and have these been delivered?
The Council has considered the resources available for stock investment to achieve the Decent Homes Standard by 2010, as part of the Housing Revenue Account business planning process and the annual budget cycle. As a part of this, revenue resources fund minor stock improvements that are necessary to contribute toward meeting the Standard.
The Council however is not in a position to make revenue contributions to capital from the Housing Revenue Account. The Council has ensured that arrangements under Rent Restructuring and Supporting People, including separation of service charges, has maximised the Council's position.
The Major Repairs Allowance is utilised to fund capital works aimed at achieving the Standard, as are capital receipts from both the sale of assets from the Housing Revenue Account and the General Fund. From 2004/05 the ability to use this capital receipts funding stream will be curtailed by the national pooling arrangements.
It has not proved possible to attract additional regeneration related funding to contribute toward the achievement of the Standard, as the Council's stock does not meet the criteria.
Therefore with the work to maximise the stock condition intelligence from the first survey, together with programmes developed in response, we consider that a considerable amount of work has been undertaken to maximise resources and identify how they should be best applied.
The Council has commenced a major project of 'package improvements' to replace kitchens and bathrooms. Tenants' representatives have been heavily involved in the contract specification.
The investment of resources in the Academy Maintenance Plan system has proved worthwhile as it enables the Council to model options and monitor progress towards achieving the standard.
The fundamental importance of the Options Appraisal for identifying the financial investment needs of the stock is emphasized.
3.How well does the council monitor its progress and how effectively does this feed into future strategies and plans?
How well does the council monitor its progress towards meeting the DHS?
In the medium term, progress toward the achievement of the Standard will be based upon the monitoring of progress with the chosen strategic option. In the meantime, a number of measures are in place.
The use of Best Value and HIP return targets forms the basis of monitoring under current arrangements. The Council's Housing Operational Plan also identifies an eight-year programme. This in turn is linked to the Decent Homes Implementation Plan referred to earlier.
The Council's Performance Management programme and a structured series of team meetings monitor progress against objectives. Council Members regularly monitor progress on all capital projects. Tenants' representatives are engaged in contract specifications, contractor selection and contract monitoring.
The achievement of the Decent Homes Standard is a key part of the Council's wider priorities and plans. Council Members have agreed a set of key corporate priorities that include this. On a wider level, the Community Strategy, of which the Council is a key partner, reflects the requirement for the Council to meet the Decent Homes Standard.
How well does the council learn from itself and from others?
In preparation for undertaking this diagnostic, the Council benefited from a peer review of Dartford's position in relation to the diagnostic questions set out here. The Council have considered and taken on board the feedback received as a result of the peer review.
The Council's external advisors are ensuring that good practice is considered from other places when developing plans toward meeting the Standard. For example, they are producing a tenant consultation framework for the participation of tenants in evaluating the strategic options. This has been a part of discussion and further advice received from the Community Housing Task Force.
In formulating its Housing Strategy and Business Plan, the Council reviews and evaluates good practice examples and utilizes its Performance Management Framework and series of team meetings to inform, evaluate and review processes and progress towards achieving targets including the Decent Homes Standard.
Since returning the management of housing in house, the Council has undertaken Business Process Reviews, a Best Value review of most landlord services and engaged staff and stake holders in groups questioning policies and procedures and investigating examples of good practice. The successes achieved in a range of service areas were acknowledged in a light touch housing inspection completed in the late summer of 2003.
CPA Self-assessment for Balancing Housing Markets
1. How well does the council understand its housing market and from its understanding has the council developed the right proposals to help balance its housing markets?
Does the Council have the right research base to understand its housing market?
Dartford's housing market is characterised by three pressures:
- an edge of London district with good rail connections, it attracts housing demands which London itself cannot meet, causing upward pressure on house prices;
- with average local incomes 25% below those for London, it's indigenous population competes for accommodation against in-migrating households with difficulty;
- there is an insufficient supply of affordable housing to meet the requirements of all those households in housing need, and despite higher than average levels on investment, the future levels of Housing Corporation funding of RSLs are still likely to leave a gap to be filled by other means.
House prices have risen rapidly in recent years and Dartford's position in the Thames Gateway is likely to accentuate these market characteristics in future years, creating difficulties of access for those necessary to support the regeneration of the local economy.
The Council has a good understanding of the housing needs within its area, having undertaken comprehensive surveys in respect of housing needs private and public sector (with AC on CD) stock condition surveys and black & ethnic minority housing needs.
Consultation survey work has also been undertaken in respect of Key Worker housing needs, levels of rough sleeping and in respect of private sector housing renewal and homelessness and Supported Housing requirements through Kent-wide Supporting People and West Kent Joint Planning Group which carries out specific research into supported housing needs.
Needs analysis is supplemented through regular monitoring of housing market trends, including analysis of house prices, income levels, private sector rent levels, grant information, stock vacancies and turnover.
Energy Efficiency of Housing stock is updated by grants monitoring, enforcement activity and information supplied via partners and baseline data from the private sector stock condition survey.
How well does the Council develop and evolve its strategies and plans?
In developing and processing its policy the Council is committed to involving its citizens, stakeholders and partners reflected in the Citizenship and Community Corporate theme.
Examples include stakeholder events for formulation of key elements of a Revised Housing Strategy for the Borough covering planning policies that relate to affordable housing provision, Private Sector Renewal Strategy and Key Worker Housing Policy.
Ongoing dialogue takes place with a range of interested parties including Council tenants, private sector landlords, black & ethnic housing needs and supported housing .
A Greenhithe Community Planning Week was held in 2000, comprising an exhibition, drop-in sessions and public meetings, to inform and involve local people of the various projects and proposals for the area.
This was followed up in 2003 by a workshop where the community was involved in a hands-on exercise developing proposals for two sites for which a planning brief is in preparation. Implementation of the Best Value Service Improvement Plan for planning services, has led to the introduction of public speaking at Development Control Board meetings, as well as progress towards online submission of planning applications and revision of delegations.
Lowfield Street has been identified as a key area of the Town Centre that requires upgrading. A draft Town Centre Strategy was issued for consultation in 1996. This has culminated in a proposal from a major developer for 15,000 sq ft of mixed-use development on 14.6 hectares that includes 490 residential units. (Town Centre Regeneration Case Study refers)
Does the council have the right strategies and plans to help it balance the housing market?
There is buoyant demand for housing at present, and strong interest from house builders to develop Dartford's large supply of Brownfield land. The Council has persuaded developers to raise design standards and invest in a quality environment, and include a range of affordable housing being successfully procured at a rate of 30% of all dwellings on qualifying sites.
Although a fairly wide range of housing is available, the choice needs to be extended to keep pace with changing life cycle patterns and inward investors expectations.
The key housing issues for the Council are therefore CHOICE, AFFORDABILITY AND QUALITY.
The Council's ambitions and priorities for housing are expressed in its key corporate objective for housing and the Council is clear that housing growth must be SUSTAINABLE, as set out in the corporate objective for Regeneration. The Council can demonstrate a sound and up to date evidence base, with targeted research that underpins its key policies.
The Housing Strategy Statement sets out how the Council has developed specific housing objectives from its key themes and corporate priorities, and what actions are planned to meet them, together with expected outcomes and dates.
These include specific delivery targets relating to affordable housing and Lifetime Homes (see section 3), and specific commitments to further policy development in relation to allocations policies, minority needs, private sector renewal and affordable warmth.
The Council's Local Plan Second Deposit Draft also sets out housing objectives ( Local Plan p.52 ) and specific policies and targets which flow from them, including:
- Average 798 new homes a year 2001/2011 ( Local Plan 3.3.1 )
- 30% affordable housing on qualifying sites ( Local Plan Policy H16 )
- 50% affordable housing in rural areas ( Local Plan policy H17 )
- 25% lifetime homes on qualifying sites ( Local Plan policy H21)
The Local Plan's broader theme of sustainable housing growth and policies to secure sustainability and development quality are particularly relevant in:
- Sustainable housing density guidelines in accordance with PPG3 ( Local Plan policy DD1)
- 63 % of allocated housing land is Brownfield against Government target of 60% (Local Plan Review Second deposit Draft 1.8.1-1.8.2)
- Proposals for Fastrack and for integration between public transport and land use to facilitate wider choice in modes of travel (Local Plan polices DD1 and T1)
- Mixed use proposals for each major development site to facilitate integrated, sustainable communities (Local Plan policies MDS 1-8 )
- Development and Design guidance (Local Plan Chapter 2: whole chapter)
The Local Plan Review is based on an Urban Capacity Study, it has also been the subject of a Sustainability Appraisal that has been integral to the policy evolution process, and carried out at each stage of the Plan's preparation.
There are also plans to utilise a Kent Design sustainability checklist for planning applications. The Council adopts Supplementary Planning Guidance (SPG) for each of the major development sites to ensure that its policy intentions are made clear.
SPG has been adopted for Ebbsfleet, Eastern Quarry, Dartford Park, Ingress Park and West Hill Hospital. SPG is being prepared for Swanscombe Peninsula West. An Urban Design Brief for Greenhithe Riverfront is currently out to public consultation.
2. What are the council's actions and what outcomes has it achieved in helping to balance housing markets?
How well is the council working corporately to help balance the housing market and is the council pursuing the right actions and initiatives to help balance the housing market and are the outcomes for local residents and the housing market as a whole making the right kind of difference?
Housing Strategy, Planning Strategy and Development are all within the portfolio remit of the Leader of the Council, providing unified policy direction in these areas.
There is also formal officer liaison between the Council's housing and planning policy and development control staff, to foster collaborative working both on policy and projects. On key projects such as affordable housing policy, planning and housing officers have played an equal role in commissioning research, conducting analysis and drafting policy.
Planning and housing officers also collaborate on responding to Government consultation on planning policy guidance for housing. In the field of procurement, housing officers negotiate planning agreements.
The Council has made optimum use of capital receipts from Right to Buy sales to sponsor RSLs to develop rented housing and use the repaid grant to fund improvements to the Council's stock.
The Council uses its land assets to achieve housing objectives. It has sold land to RSLs, in order to secure affordable housing, for example at Lowfield Street and in Heath Street.
In its major development initiative at North Dartford, the Council can demonstrate that it works across all departments and teams to secure housing objectives. Case Study: Dartford Park .
The Council develops its housing and planning strategies in partnership with key stakeholders, particularly focusing on the Thames Gateway sub-groupings of Kent Thameside and North Kent. It was a founder member of the Kent Thameside Association which set the development vision for the construction of 30,000 homes in Dartford and Gravesham.
In 2002 it was instrumental in forming the Thames Gateway Kent Partnership (TGKP), focussing strongly on housing delivery. The TGKP has prepared an Area Investment Framework for North Kent and subsequently secured £31.7 million of ODPM funding to accelerate housing delivery in Kent Thameside.
The Council is now implementing housing delivery projects with inward investors utilising these funds. It is estimated that in the next three years 2366 new homes will be completed in Dartford, three times higher than average completions during 2000-2003.
The Council has further strengthened its implementation capacity to drive forward the sustainable regeneration programme through the recent establishment with its partners of a Delivery Board for Kent Thameside.
Dartford's Managing Director chaired the TGKP Housing Sub-Group which carried out an assessment of obstacles to housing delivery and the public sector funding requirement to meet the need for affordable housing in North Kent; used to lobby Government on Housing Corporation funding and was instrumental in the Government's decision to release additional funds for Thames Gateway.
For the last 3 three years, the Council has procured social housing through a Joint Commissioning agreement with Gravesham Borough Council, the Housing Corporation and eight RSL partners. These arrangements are used to match specific RSLs with the requirements of each development project.
The Council recently reviewed and extended the Joint Commissioning arrangement to include Medway and Swale Councils and there are now 16 RSL partners working in the North Kent Housing Partnership, with the intention of expanding the capacity of the Council's commissioning arrangements for affordable housing, increase the range of housing products on offer, and tailor provision to needs assessed on relevant Thames Gateway boundaries.
It was also established to ensure that housing investment in the North Kent area of the Thames Gateway is maximised and new housing is delivered in a co-ordinated and efficient manner.
Since 1999, the Council has secured commitments through S106 Agreements for the provision of approximately 775 affordable homes.
Successful delivery of affordable housing is tied to redevelopment of major private sector regeneration sites but it has been anticipated that delivery in the early years will be modest, despite an increase in the level of affordable provision sought. For this reason, a realistic target of approximately 80 affordable units per annum was set for 2002/3 and 72 affordable homes were built against this target all of which have been made available to households in housing need.
The Council has also carried out initial research into key worker housing needs including a review of the local employment and rented market, local needs and income levels being used to inform and develop Key Worker policies.
In 2001 the Council was successful in attracting £562,248 in funding from the government's Starter Home Initiative, that has already assisted 11 key workers to purchase housing.
Housing Advice services are to be reviewed as part of a Homelessness Strategy and the Council has already introduced a Rent Guarantee Scheme, to enable more people access to the private rented market.
Since April 2003, 41 people have been accepted on to the scheme and 6 have secured accommodation. Over a number of years, the Council has prioritised and funded temporary housing schemes by RSLs and presently funds a Private Sector Leasing Scheme, co-ordinated by Moat Housing Association, as an alternative to B&B accommodation.
The Council introduced a comprehensive Private Sector Renewal Strategy in July 2003 following consultation with key stakeholders. It contains a number of key strategic objectives including responding to the needs of vulnerable households through grants, promoting awareness of energy efficiency, reacting to complaints and to identify empty properties and Housing in Multiple Occupation (HMOs).
The Council employs a dedicated HMO Officer who provides a link with landlords, tenants and the Council and works collaboratively with the Council's Housing Advice Co-ordinator to facilitate the Private Sector Landlord's Forums in partnership with Gravesham Borough Council.
The HMO Officer is also working towards the development of a Landlord Accreditation scheme liaising with the Home Energy Conservation Officer to promote energy efficiency and an HMO risk-rating scheme has been implemented.
The Private Sector Renewal Team has been successful over a number of years in tackling empty homes, through a mixture of advice and funding support for housing association schemes. A designated Empty Housing Officer provides a focus for public contact, publicity and action.
The Council has built up a register of empty properties and in 2002/3 six long-term empty homes were returned to use with a further 8 properties being returned between April and December 2003.
Working closely with a range of agencies, including the Kent Energy Efficiency Partnership (KEEP), the Council is involved in a range of initiatives to assist in the eradication of and to tackle fuel poverty including Kent Action to save Heat, Coldbusters, SunRise Solar Hot Water scheme, Health through Warmth, Energy Net and Warm Front and the facilitation of a Kent-wide Energy Centre (KEC) which offers free advice and information packs to all Borough residents and assists in the implementation of the Kent-wide Fuel Poverty Strategy.
KEC also promote and run an advice and education project called Energy Matters which has been piloted in 4 schools during 2001/2002.
Co-ordination of Disabled Facilities Grant is facilitated via a Care & Repair Scheme and a West Kent Joint Management Group which includes five local authorities, Kent County Council, Home Improvement Agencies and service users with monitoring through a liaison group.
Dartford jointly accommodates and partly funds a Supporting People Officer with Gravesham Borough Council and works with a range of partners to ensure that supported housing is available to meet identified needs.
At a sub regional level, Officers come together with Health, Probation and Social Services representatives on a quarterly basis at the Joint Policy and Planning Board for West Kent to prioritise and plan future supported housing provision.
The Supporting people team and local authorities across Kent meet to co-ordinate the provision of Supporting People Services at a County level. As a result, the Council has been successful in ensuring that a number of supported housing schemes have been provided in the Borough in recent years.
These include a mental health and learning disability scheme, schemes for victims of domestic violence, those suffering from Hydrocephalus, pregnant teenagers and a floating support scheme for sheltered housing tenants. In addition, funding and support was provided for a new town centre Foyer project and move on accommodation for single homeless young people.
In terms of wider health agendas, the Council works closely with the Dartford, Gravesham and Swanley Primary Care Trust to help identify the health needs of the community. A key result of this joined up approach to housing, health and regeneration, has been the development of a Healthy Living Project in Temple Hill.
The project is part of a mixed-use scheme which also provides 17 affordable homes with funding from the Housing Corporation. It is due for completion in May 2004.
3. How well does the council monitor its progress and impact in helping to balance housing markets and how effectively does this feed into future strategies and plans?
How well does the council monitor its progress and assess the impact of its work to help balance the housing market and has the council learnt from what it is doing to help balance the housing market to develop and improve its future strategies and plans?
The Council's Housing Strategy Statement for 2002/2005 includes an Action Plan which sets out, under specific delivery targets. These include:
- A commitment to ensure that a minimum of 80 additional affordable homes a year are provided
- Seek to ensure that 25% of all new housing is built to Lifetime Homes standard over the period of the Local Plan
- Make £8 million LASHG available to RSLs for affordable housing in 2003/2005 (superseded by new regional housing allocation arrangements)
- Facilitate the provision of 2,500 affordable homes 2002 /2011 ( LPR Target- which is subject to 106 agreements, housing market conditions and funding )
Progress against these targets is regularly monitored, and reviewed through the North Kent Housing Partnership. This ensures that the Council, its main procurement partners, and the Housing Corporation, are all involved in tracking progress and are able to adjust programmes and funding arrangements to meet targets.
The Council maintains a database containing details of all new schemes, at feasibility stage, in development or recently completed and updated on a regular basis. At a corporate level, officers work across departments to ensure a seamless approach to the provision of housing which includes quarterly meetings between housing, planning policy and development control officers.
The Council is reviewing a range of existing policies and aspects of the 2002-5 Housing Strategy Statement. Although no longer an annual requirement by Government, it has been the Council's practice to review the strategy annually, to assess target achievement and any need for adjustment.
Some of the 2003 targets were not achieved within the original target deadlines, nevertheless, target achievement, monitoring and review is carried out throughout the year and tailored so as to be appropriate for each specific objective. As a result some targets have been given revised completion dates.
The Council is close to achieving "fit for purpose" for its Housing Strategy and Business Plan and the reviewed Strategy should be ready for final submission to the Government Office South East later in 2004.
Consultation with key stakeholders on the Housing Strategy is ongoing throughout the year and regular meetings are held and Housing Forums to consult with relevant stakeholders and to monitor progress.
The Council has a planned programme of policy research and review to ensure that it remains focused on emerging issues: the Housing Strategy Statement includes amongst others the following commitments to further policy development:
- Review and revise allocations policies, taking account of need to increase choice where possible (Jan 2003) - Still in progress
- Production of a comprehensive private sector renewal strategy, including revised grants policy, adaptations policy and empty property strategy (July 2003) - Achieved
- Fully implement the Health and Affordable Warmth Strategy (July 2003) - Achieved
- Further research of housing markets including the demand for Key worker housing (July 2003) -Achieved
- Produce a Homelessness Strategy (July 2003) - Achieved
- Carry out a Rough sleepers Count (2003/4) - Achieved
The Council can demonstrate direct links between its research and monitoring activity and its policy direction. Housing density policy in the Local Plan has recently been revised as a direct response to lessons learnt through the implementation of the policy over the last 3 years and the need for it to be amended The Local Plan also contains delivery targets that are continuously monitored, for example Local Plan targets for affordable housing are monitored as described above.
Targets for the annual completion of new homes and for the availability of development land for housing are monitored jointly with Kent County Council. The target for the proportion of housing development that is on brownfield land is a national Best Value Performance Indicator and as such is monitored by the Council's Best Value Committee and by Cabinet.
Adjustments to the Local Plan housing allocations have been made at each stage in the Local Plan Review process in response to the changing picture as provided by this monitoring activity. The Cabinet now receives an Annual Monitoring Report for the Local Plan.
Partly as a response to findings of the Best Value inspection, a specific Regeneration Strategy is being proposed to clarify further the linkages between planning delivery and corporate regeneration objectives. A draft strategy is being considered by the Cabinet in February 2004.
