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10-year plan for housing Blog Post

What does the housing sector need from Government to deliver on their long-term ambitions for housing?

As Director of Policy and Public Affairs at The Housing Forum I work with organisations from across the whole of the housing sector – from construction companies and architects, to housebuilders, housing associations and local authorities. I also keep abreast of housing policy – helping our members understand new developments and ensuring the government understands the needs of the sector.

The last year has been a fascinating time to have one foot in industry and one in policy circles. On the policy side, it’s the most positive I’ve ever seen. The new government has come in with huge enthusiasm to tackle the housing problems in the country, a willingness to burn political capital in doing so and – above all – a willingness to listen. It’s been greeted with pretty much unanimous enthusiasm from across the sector too. Yet at the same time, in the sector itself, the financial challenges are huge. After 15 years of high house price growth, the market sector is struggling with the slow-down alongside a sharp rise in construction costs, whilst the social housing sector struggles also with increased costs of building safety and maintaining existing homes, rising costs of borrowing and grant rates that just aren’t stacking up to support the building of much-needed new social housing.

So what does it need to do to turn this tough situation around and build the new homes, including social housing, that we need?

The first and biggest answer has to be funding. Keen to establish themselves as fiscally responsible, Labour came to power making few promises that involved any spending – and there have been no major funding announcements for housing as yet, though the sector awaits the Spring Spending Review with trepidation. The next Affordable Homes Programme will be the main source of funding for developing new social housing. Grant rates need to be high enough to bridge the gap between construction and land costs, and the amount that landlords can borrow against future rental income. If the government also wants to sector to prioritise social rented housing over other options (Affordable Rent, or shared ownership) then this requires additional funding, as the subsidy required per dwelling is significantly higher.

The other way to support the sector is to support the finances of social landlords, so they’re better able to raise capital. The Building Safety Fund ensures that leaseholders do not have to pay for remediating fire safety issues, but social landlords have not been protected and are having to pay from reserves. If landlords are having to spend their own reserves on remediation, they cannot commit this same money to developing new housing, and nor can they borrow if their capital position is not strong enough. Fully funding building safety work for the social housing sector would be the first step to getting some of the biggest social housebuilders, who have the expertise – and in many cases already own the vacant sites – to build again.

Supporting the social housing sector in this way will not only help build the new social housing we need, but will also help the whole of the housing sector moving towards the 1.5 million new homes target – especially while the market for sales remains stagnant.

But Government doesn’t have unlimited funds, and housing is by no means the only call on them. So what else could government do that doesn’t involve funding?

Planning is a big part of the answer, and the new Government has hit the ground running with planning reform. The changes are welcome, and will now need time to bed in, alongside maintaining the strong rhetoric to ensure all areas play their part in delivering against the new targets.

Government could look to reduce the subsidy needed for social housing by looking at social rents. The previous government reduced rents for four years, meaning that they are currently significantly lower in real terms than they were in 2010. The G15 (group of the largest housing associations in the London area) has calculated that 29% of’ homes are currently below target rent, losing them £67.7m each year in rental income. They could also consider allowing higher rents for more energy-efficient homes, something that we’ve called for at The Housing Forum, to help leverage in some private finance for retrofitting. Increasing rents could see a backlash from tenants (as well as increased costs born by the DWP via higher benefit claims). A key concern would be the impact on those affected by the benefit cap – abolishing the cap would ensure that the welfare safety net works effectively for all types of families to help them afford their rent.

And finally, looking to the longer term and to a higher rate of housebuilding across many years, the government needs to ensure that the sector has the skilled workers it needs:

  • Increased investment is needed in training and developing the workforce. FE Colleges must create training facilities and training that meets with the skills requirements of employers and the sector.
  • Staff in FE colleges and universities need to undertake continued professional development to ensure that they are up to speed with the current practice and regulations around construction.
  • Government should make dramatic improvements to careers guidance in schools to help teenagers make informed decisions about the later stages of their education, and much better knowledge of the types of job opportunities that are out there. Work experience, part-time jobs, internships and visits to local employers can all help.
  • There needs to be clear pathways for young people from school into the many different careers in construction, which includes both building new homes and maintaining and upgrading the existing stock. The London Homes Coalition has done some good work on this area.
  • The Government should not overlook the need of mid-career switchers – who have potential to expand their skillset into growing areas, such as green technology. This requires more flexible approaches to retraining and funding.

Overall, it’s been great to see such as strong focus on housing from the new Government, particularly around planning reform. But it’s now time for them to put their money where their mouth is in terms of the affordable housing sector.

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A plan to boost construction industry capacity to deliver 1.5 million homes

Moving from such a low base in home building to achieve ambitious targets in a relatively short time frame will create challenges in every aspect of how the construction industry operates.

The government must engage with all the key sectors of the construction industry that will have a role in delivering their planned large-scale home building programme and develop a capacity boosting plan. Also, this plan’s success will rely on its alignment with a training and skills capacity boosting initiative

Any proposed capacity boosting plan should include two key aspects:

  • Delivery capacity building – How to structure the overall design and building of homes, neighbourhoods and towns.
  • Organisation capacity building – How to structure the development corporations and other entities charged with developing homes, neighbourhoods and towns.

Delivery Capacity Building

How Development Corporations should be set up

To facilitate the large-scale home building programme, local development corporations will need to be created from new, as happened with the creation of the post-war New Towns. The effort and time to build such organisations simultaneously  should not be underestimated,  and a plan to adopt a ‘lean model’ corporate template set-up should be established.

In simple terms, a ‘lean model’ would mean that development corporations would outsource a sizeable amount of their workload to private sector specialist consultancies, allowing them to focus on their core mission.

Engaging consultancies could  leverage their existing skills base and know-how, and share responsibility for capacity building to the private sector, spreading risks associated with development.. This approach would enable more efficient and accelerated project completions.

How Master Planned Developments should be built out

To build at scale, larger master plan developments will be needed. Whether these will be development corporations or other entities such as housing associations, councils or private developers, an ‘enabler’ approach involving sub-developers for various asset types should be used.

An ‘enabler’ approach would involve the master developer selling on parts of an overall master plan development to sub-developers while still maintaining a level of control.

This will allow for the sharing of the delivery burden and development risks allowing the overall delivery to be expedited while still maintaining overall master developer control.

The key to maintaining overall control of what is designed and built is for the master developer to have a comprehensive design guide for all parties involved to adhere to. A comprehensive design guide provides criteria specific for private sector consultants, construction contractors and sub-developers to work to while still allowing for innovation and a broader range of products and ideas from these other partners.

Some of the master plan developments will be new towns by definition and will be developed in accordance with the planned ‘New Towns Code’.

How Statutory Authorities Involvement should be streamlined

Local authority involvement via planning and building control departments is a critical component of delivering a mass home building programme so it is essential that there is an increase in funding and staffing levels. This was acknowledged in the last budget with a GBP £500m boost in funding exactly for this purpose.

In addition, there should be a plan to significantly increase the volume of developments that can be processed by consolidating local authority workloads. This can be achieved if the current reform of the planning regulations simplifies planning by zoning or other similar proposals.

This entails a designated area being provided with a set of development criteria such as land usage, type, height, set back dimensions, etc. If developments are designed to meet these there should be no need for the local planning authority to assess each development individually.

Why its essential to incorporate Modern Methods of Construction (MMC)

Embracing all of the current Modern Methods of Construction (MMC) on a substantial scale will also enhance delivery capacity by increasing build speed, reducing costs and reducing the need for skilled labour on site. The offsite factory mass production of building components or partially assembled units has mostly worked in the past where a large volume of residential, educational, medical or other assets have been needed.

MMC has faced some difficulties in recent years, partly due to a lack of a steady product supply line, with innovation and choice not at the level of countries where this is more prevalent. The large-scale build program will resolve the supply issue, but the government’s plan should be to reinvigorate the sector with some expertise from countries where MMC is better developed such as Germany. This could be done by creating a centre of excellence or sponsoring partnership L&D programmes for UK companies to learn from foreign companies.

The plan should include ‘modular kit homes’ for self-builds by individuals, small builders or developers. While self-builds would not contribute to public housing, the UK has much potential to develop this sector, offering direct competition to the professional home building developer sector as well as adding overall housing supply.

Organisational Capacity Building

Making Development Corporations centers of delivery excellence and best practice

As noted earlier,’ establishing a wave of new development corporations will be a feat in itself, and the know-how and skillsets required for this in the current market will be limited. In addition to the ‘lean model’ , to attract the best skilled individual people in a competitive market, these new corporations should prioritise becoming ’employers of choice.’

Being an ‘employer of choice’ by having a work environment, benefits and culture that attracts the best new joiners and retains existing employees should be complemented by a substantial training programme for graduates. This should be supported by educational and professional institutions, to cultivate a high ratio of trainees across various business roles. Opportunities for upskilling and training of staff in general should be part of this, and the development corporations should aim to set the benchmark in the industry.

How to effectively monitor and control a large-scale home building programme while its being delivered by many organisations

As part of building capacity, there needs to be central monitoring and control of this large-scale home building program across all delivery entities and all local authority areas to ensure there is a level of uniformity in monitoring metrics across the board in terms of value-for-money, delivery outcomes, good design, timelines, quality products, etc.

A development corporation or any other type of delivery organisation will monitor their development work and pass on collected data to a central overarching body such as a dedicated unit within the Ministry of Housing, Communities and Local Government (MHCLG). This data is used to decide what is and is not working and can be continually assessed to enable strategy updating over the life of the programme.

To achieve this, when development corporations are established, a standardised set-up template encompassing all corporate aspects should be used to streamline the establishment of the many required development corporations and other delivery entities, ensuring synergy, avoiding disruptions, and expediting delivery. Additionally, a best practice residential development delivery template should be used, covering investment, procurement, design and construct stage gates, complete with a Project Management Office (PMO) setup for every delivery entity.