The Housing and Support Partnership, Stanelaw House, Sutton Lane, Sutton, Witney, OX29 5RY. Tel: Multi-Tenure Housing 5 th June 2007

The Housing and Support Partnership, Stanelaw House, Sutton Lane, Sutton, Witney, OX29 5RY. Tel: Activity Level Approaching half DH extra care allocation of mixed tenure 20% HC programme is low cost home ownership £50m 2006/07 HC programme for frail elderly Majority of this mixed tenure Private sector

The Housing and Support Partnership, Stanelaw House, Sutton Lane, Sutton, Witney, OX29 5RY. Tel: Why Mixed Tenure Extra Care Demographics 3 in 4 of those now retiring are home owners Higher in rural areas Ownership increasing, social housing declining Wider market Wider needs LA strategic plans beginning to recognise no longer adequate to only cater for minority Retirement for sale an accepted model 100,000 retired for sale properties Government encouragement Tenure diversification Extend range of choice High demand for leasehold extra care – including shared ownership found in retirement communities – evidence base Meet needs of less well off older owners – shared ownership can tailor to financial circumstances For this group helpful connection with benefits and Social Care charging policy helpful Make schemes economic Larger scale Some subsidy Receipt reduces borrowing To the extent some need is met shared ownership reduces social housing grant requirements

The Housing and Support Partnership, Stanelaw House, Sutton Lane, Sutton, Witney, OX29 5RY. Tel: Tenure By Age Of Household – Great Britain Owner occupied, owned outright Owner occupied, with mortgage 1152 Total owners Rented from Council Rented from housing association 699 Total social rented Rented privately347

The Housing and Support Partnership, Stanelaw House, Sutton Lane, Sutton, Witney, OX29 5RY. Tel: Why Government Promotes Mixed Tenure 1995 Housing White Paper “We want to help construct sustainable communities where home owners and renters live alongside each other” The policy reasons for tenure mixing: To avoid concentrations of social rented housing To avoid concentrations of people on low incomes As an alternative to high concentrations of social housing To avoid mono-tenure owner occupation It is argued mixed tenure can effect positively: Residents attitudes Residents behaviour Impact on “community” How is a good question?

The Housing and Support Partnership, Stanelaw House, Sutton Lane, Sutton, Witney, OX29 5RY. Tel: Emerging Directions and Issues Nearly half DH Extra Care programme mixed tenure More private entrants to market Re-balance – smaller rent/larger sale proportions “Tenure Neutral” Extra Care Access on needs/assessment basis Tenure irrelevant Decide tenure separately – even after access Flexibility of tenure Funding to re-purchase at market price Grant recycling pot Equity release models To reduce service charge costs Switch from revenue/income to capital Trickle transfer of equity model Rural Extra Care

The Housing and Support Partnership, Stanelaw House, Sutton Lane, Sutton, Witney, OX29 5RY. Tel: Managing Mixed Tenure Guide Introduction to mixed tenure Codes of good practice Shared ownership and HomeBuy The lease and tenancy Residents rights under Housing Acts Service charges Reserve funds Repairs and maintenance Consultation with leaseholders and tenants Sales, re-sales and lettings Charges and benefits Complaints Care, support and social activities

The Housing and Support Partnership, Stanelaw House, Sutton Lane, Sutton, Witney, OX29 5RY. Tel: A Framework for Decisions Principles A Vision

The Housing and Support Partnership, Stanelaw House, Sutton Lane, Sutton, Witney, OX29 5RY. Tel: Example - Principles “Estate Managers should treat all residents, whether leaseholders or tenants who rent, the same. Residents should be given information and advice that is clear, accurate and honest” Equitable treatment between individual residents within tenure e.g. one tenant to another and between these groups e.g. between outright owners, shared owners and pure renters Dealings with residents should be open and transparent Management and maintenance practices should not impede marketing, sales and …, Arrangements should assist the achievement of harmonious long term relationships between: Individual residents Residents and the landlord Landlord and external stakeholders Management, maintenance and sales policies and procedures must: Comply with relevant landlord and tenant law including the provisions specifically governing leaseholders Conform to National House Building Council (NHBC) requirements Conform to the Association of Retirement Housing Managers (ARHM) Code Administrative arrangements should be kept as simple as possible