Social housing business plan

These were some of the questions addressed at a roundtable discussion on future management and investment models for social housing, which was hosted by the Guardian in association with Pinnacle PSG, a company which provides neighbourhood management services.

But now the boundaries are blurring. For example, one contributor suggested simply comparing performance levels with that of peers and ignoring private sector competitors will no longer cut it: An inclusive and Safe Vale Objective 2: What will this new housing landscape mean for housing providers and the communities in which they operate?

The provisions in the Act mean abolition of the rights will come into force on 26 January however there are some exceptions. Crime and Disorder Implications Many of the requirements of the WHQS contribute to the Crime and Disorder agenda, in particular, the requirements of safe and secure dwellings located in safe and attractive environments.

The Vale of Glamorgan Council

You had council housing, a private rented sector and home ownership. But "solvency is far more important than social value", one contributor warned.

Discussion hosted to a brief agreed with Pinnacle PSG. Housing associations, which once used to rely on public grants to build new affordable homes, are now having to look for new ways to bring investment in for their development work.

Traditional models are being jettisoned in the face of a massive housing shortage and a serious squeeze on public funding for new affordable homes. How can the public, not-for-profit and private sectors best work together to meet the huge demand for homes?

Building a new model of social housing

The roundtable heard how some local authorities are already outsourcing their housing management services. The Council therefore needs to undertake sensitivity analysis to examine the impact of various scenarios on the ability to deliver the Plan.

The Business Plan is most sensitive to the following four scenarios: WG guidance requires authorities to model scenarios that are considered relevant to the Plan.

One contributor warned that they could not just expect local authorities to plug the funding gap. Providing decent homes and safe communities. As one contributor put it: So where should social landlords be concentrating their attention in the months and years to come?

The WG is providing grant funding to support new Council house building. The Council will take out a loan to fund capital expenditure and the HFG2 will be paid as an annual grant over a 30 year period and will be used to finance the interest and capital repayments of the debt.

Sensitivity Analysis There are a number of risks associated with the assumptions used in the financial projections for the Business Plan.

The challenge of building affordable housing in developing countries … and how DFIs can help

For these sensitivities, the level of investment currently identified in the Plan would not be affordable without a breach of the Limit of Indebtedness. One participant suggested such well-planned "social-value investment packages" would help foster new partnerships between local authorities, housing associations and other partners.

It is considered appropriate that this analysis covers the first 10 years of the Plan as it is difficult to accurately assess the position in the longer term. This provides time in which the Business Plan could be adjusted if the scenarios start to materialise.

With what one participant called the "tsunami" of welfare reform, which includes a cap on housing benefits, about to hit tenants — and therefore the income streams of landlords — it may be tempting to want to do more both in new markets and in the wider community. Contact Trish Holst on trish.

The results are shown at Appendix H to the Plan. It does mean there can be some confusion in the sector. Share via Email Social housing providers are increasingly having to think about new models of working. Ambitious, commercially focused housing associations are moving into private sector management and building homes for market rent.

Scenarios 1, 3 and 4 do not take effect until year 8 at the earliest. The Plan does cover a 30 year period and will be reviewed on an annual basis and can be amended accordingly to meet any future changes in conditions.

Market testing against the private sector and outsourcing look set to become more important. Then there are those who are exploring a real mixed market.

Procurement is a key area where the roundtable agreed progress needs to be made.A dummy project featuring marketing concepts such as VMO, Sustainable competitive advantage, 5 forces porters model, SPOST, Media Plan etc. The Social Housing Regulatory Authority (SHRA) regulates and invests in the social housing sector in South Africa.

It aims to create sustainable communities by ensuring the delivery of quality rental stock for the lower income rental housing market.

Business plan structure/framework. Building a new model of social housing • Social landlords will need to have the right skills in place to ensure they can handle both running their business in a tough financial climate. The Affordable Housing Business Plan flows directly from the City of St.

John’s Housing Charter 1, qualify for social housing but too low to afford market rents. Creating Opportunities: Housing Our Community.

of Housing). Plan). The challenge of building affordable housing in developing countries and how DFIs can help April 01, Developers must not only assemble a plan for building the project quickly and efficiently, they also have to ensure there is financing for the buyers, who are usually first-time homeowners and may not even have a bank account.

Apex Housing Association Business Plan / Pages 2 - 3 Page 4 Page 1 Introduction Revenue Budget The Business Plan sets out the key tasks to be undertaken by the Association in the year /14 to good practice in the delivery of social housing.

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Social housing business plan
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