Agenda item

Report of the Corporate Director of Adults, Housing and Health. To be presented by the Cabinet Member for Housing & Planning (Deputy Leader)

DECLARATIONS OF INTEREST RELATING TO THIS ITEM:

None

RESOLVED:

That Cabinet:

1.    Approved the Draft Older People’s Housing Strategy attached at Appendix?1 as the basis for consultation.

2.    Approved the consultation arrangements set out in paragraphs?6.11–6.13 of the report.

3.    Noted that, following consultation, officers would bring back to Cabinet a revised draft of the Older People’s Housing Strategy for adoption.

Reasons for decision

Although it was not a statutory requirement for local authorities to have an Older People’s Housing Strategy, it was considered good practice. On that basis, the council had committed to developing a new Older People’s Housing Strategy in both the 2024–29 Housing Strategy and the 2024–26 Corporate Delivery Plan.

Adopting an Older People’s Housing Strategy would assist the council in delivering best value and driving improvements in outcomes for older people across the borough. It was expected to achieve this by allowing the council to set a coordinated approach to all aspects of housing for older people over the next fifteen?years. It provided clear and coherent direction across the council’s roles as a landlord, housing developer, planning authority, and provider and commissioner of housing?related social care, advice, and support services. It helped the council to align its positions on housing and planning with priorities around social care, the NHS, and public health, and to support positions set out in the draft Local Plan. As such, it could be expected to support more effective and efficient services.

Alternative options considered

The council could have decided not to adopt an Older People’s Housing Strategy. This was not recommended—not only because the council had made a considered commitment to doing so in its current Housing Strategy and Corporate Delivery Plan, but also because failing to take a strategic approach in this area would have undermined the council’s ability to provide best value through coordinated, transparent, effective, and efficient decision?making and services. Ultimately, failing to articulate a strategic approach would likely have undermined outcomes for older people in the borough.

The council could have decided that the draft strategy at Appendix?1 was not an adequate basis for consultation toward adopting an Older People’s Housing Strategy. This was not recommended because the proposals were based on evidence, a review of best practice, and substantial engagement with a broad range of older people in Haringey.

The Cabinet Member for Housing and Planning, and Deputy Leader of the Council introduced the report.

It was explained that the Council’s mission in Haringey was to support the development of a fairer and greener borough.

It was noted that the housing crisis in London had resulted in increasing numbers of local residents being unable to afford their rent or access housing that met their needs. This created a continued requirement for additional affordable housing.

Haringey progressed the delivery of new council homes let at council rents. More than 1,000 homes were completed from 2020 onwards, with a further 2,000 under construction.

Older residents required affordable housing that met a range of needs. Projections indicated that by 2040 there would be a requirement for an additional 1,250 extra?care housing places, almost 500 of which would need to be provided at council rents. It was also identified that approximately 400 residents would require wheelchair?adapted homes. At the same time, a significant proportion of older people with care needs reported experiencing loneliness.

The strategy proposed to:

• Develop dedicated council homes at council rents for older people
• Provide affordable housing for older people on lower?middle (intermediate) incomes
• Increase the supply of affordable extra?care housing and secure additional provision within the private sector
• Deliver additional affordable sheltered housing and refurbish existing sheltered schemes
• Support community?led housing developments for older people
• Promote mixed communities within housing developments, including older people
• Create public and community spaces within and around developments to support social interaction
• Retrofit all council homes to achieve a minimum Energy Performance Certificate (EPC) rating of B by 2035

The Council continued to expand the supply of affordable housing within the borough to support residents across communities to access housing at affordable rents.

Following questions from Councillors Cawley-Harrison, the following information was shared:

• It was explained that there were a significant number of partners which were involved during the engagement process. It was noted that the engagement process
  
  
• It was explained that the Council was working to develop a significant number of older people’s housing, and that the proposed strategy worked to give impetus to adapt and do more in future.
  
  

RESOLVED:

That Cabinet:

1.    Approved the Draft Older People’s Housing Strategy attached at Appendix?1 as the basis for consultation.

2.    Approved the consultation arrangements set out in paragraphs?6.11–6.13 of the report.

3.    Noted that, following consultation, officers would bring back to Cabinet a revised draft of the Older People’s Housing Strategy for adoption.

Reasons for decision

Although it was not a statutory requirement for local authorities to have an Older People’s Housing Strategy, it was considered good practice. On that basis, the council had committed to developing a new Older People’s Housing Strategy in both the 2024–29 Housing Strategy and the 2024–26 Corporate Delivery Plan.

Adopting an Older People’s Housing Strategy would assist the council in delivering best value and driving improvements in outcomes for older people across the borough. It was expected to achieve this by allowing the council to set a coordinated approach to all aspects of housing for older people over the next fifteen?years. It provided clear and coherent direction across the council’s roles as a landlord, housing developer, planning authority, and provider and commissioner of housing?related social care, advice, and support services. It helped the council to align its positions on housing and planning with priorities around social care, the NHS, and public health, and to support positions set out in the draft Local Plan. As such, it could be expected to support more effective and efficient services.

Alternative options considered

The council could have decided not to adopt an Older People’s Housing Strategy. This was not recommended—not only because the council had made a considered commitment to doing so in its current Housing Strategy and Corporate Delivery Plan, but also because failing to take a strategic approach in this area would have undermined the council’s ability to provide best value through coordinated, transparent, effective, and efficient decision?making and services. Ultimately, failing to articulate a strategic approach would likely have undermined outcomes for older people in the borough.

The council could have decided that the draft strategy at Appendix?1 was not an adequate basis for consultation toward adopting an Older People’s Housing Strategy. This was not recommended because the proposals were based on evidence, a review of best practice, and substantial engagement with a broad range of older people in Haringey.