Started (re) reading chapter four of the Kerslake report. Four and Five is where it gets more technical with advice/ recommnedation to the Council.
Re residents this quote from 4.1.3 of report stuck out:
The primary purpose of a local authority – including its elected
councillors, cabinet members and officers – is to serve its residents and
communities.
A theme that runs through the report is recommendations that Council should be more transparent on information for residents and ( this is the word he uses ) do
genuine consultation with residents
In chapter for makes a series of recommendations on how to do this. Based on discussion with local residents. Why the Council haven't done this is not really part of this report. He does talk about a "cultural" change needed in Lambeth.
The above quote implies imo that the cultural change includes how the whole of this particular Labour Council works. Say this as he uses examples from other boroughs of good practise. So the way this Council deals with residents is not inevitable.
IMO a lot of longstanding Cllrs regard their job as management. That every few years residents get a vote. Once this is done they should shut up and leave it to them.
On HfL he says it should be wound up. That duplication of working ( HfL and Council officers) has led to difficulties in progressing projects. It makes no sense for HfL to build homes then subcontract Lambeth housing to manage them for example.
He uses the word "Silo" working a lot in this chapter. That is different sections of the Council working separately. Causing potential conflict in how the Council proceeds. Working at cross purposes in short.
His recommendation is to bring HfL back inhouse over a couple of years. With officers from HfL integrated into Council.
Secondly a re organisation of Council re producing homes to stop siloed working. This could be either a specific department ( including HfL former staff) for housing matters or a specific department with a more general aim of growth/ placemaking.
Thirdly a written policy for housing including housing standards and clear information so that residents can see if future Council schemes fulfill objectives.
Surprisingly Council has very little in way of policy documents. Policy docs on principles of estate regeneration/ standard of housing ( green housing principles)/ general housing policy principles.
On the estate renewal programme ( he calls it renewal rather than regeneration) he says tow options.
Community renewal or development route.
Community renewal would look at retrofit / refurbish homes with some infill. With emphasis on refurbishment rather than redevelopment. With increase of homes on an estate secondary. ( In practise Kerslake found that HfL/ Council existing plans for these estates were likely to not produce much new housing anyway)
The get out clause for Council in report is if it can prove that the housing on estates have reached end of life. That a full carbon assessment means that demolition is an option. I expect the Council will be poring over report to find get out clauses. Rather than keeping to the spirit of the report. Which is to put residents at heart of any renewal/ regeneration/ placemaking/ development of housing policy. Where Cllrs/ officers serve the people rather than the other way around.
He sees a bigger role for the planning department. If a new directorate for growth is established then planning dept could have role in it as consultants.
This is one area where I disagree with Kerslake. I think the idea of a new (non silo) growth directorate is potentially good idea. This would ( I think) include Council owned sites and be not just about housing. The old Pop site is example. Council owned site. Potentially it could help community renewal of sites like this. With genuine consultation of local community.
However given the way planning behaved over the Hondo site and Grove adventure playground I think this dept has same cultural problems to Lambeth as a whole. Autocratic/ top down / to willing to work with developers and losing site of the communities they are suppose to serve. As well as digging their heels in when come up against community opposition. Also the problem in Lambeth of back bench Cllrs not wanting to be seen to contradict senior officers. A cultural aspect of Lambeth that really annoys me.
From reading the report which is mainly about housing, though this recommendation for overall directorate for growth is wider, and Kerslake sees Lambeth planning as the one area where Lambeth is performing well on producing housing. My criticism of that is that he is looking at numbers and how they stack up against national targets. On more local level residents have opposed way planning department works on specific schemes. Unlike housing in this report he looks to me like he has not talked to residents on how planning operates in Lambeth.
On a more general level he looks at the London context. The idea of using Special Purpose Vehicles (SPV) to build more social housing was popular amongst Councils. Changes to how housing finance works and the growth of public perception that these SPV act more like private developers has led many Councils to change and go down the bringing it all back inhouse route. So what Kerslake is saying is that this option is not one he just made up. But one that other Councils have done.
Two London Councils have kept SPVs. But he says they have strong governance ( again he is implying that Lambeth have poor governance) and are larger in scale. Which helps with the finance side of it.
Other changes that mean London Councils are more inclined to inhouse building is changes to RTB receipt use, GLA/ Mayor increase in grants/ more "headroom" in HRA.
This is where report unavoidably gets more technical.
RTB receipts- when people exercise Right To Buy Council home Council can now use more of the receipt- money it gets- to reinvest in housing.
Mayor has made different types of grant available to Councils.
Headroom. The Housing Revenue Account is all the Council housing a Council has. The headroom is the related to how much it can borrow on basis of its assets ( ownership of housing) to fund new housing.
All these make it more practical for Councils to work inhouse than set up SPV. This is not a criticism of Lambeth it is how things have changed over the first use of idea of SPVs.
Lambeth does not have a lot of headroom compared to other Councils.
Another revenue stream is private investment. This requires Lambeth to be on top of the deals it makes with private large investors.
Given Lambeth Id say this is risky.
What Lambeth is starting to do is not use HfL instead find a development partner for sites. It is doing this on the Pop site.
How this turns out is anyone's guess. I don't see much in way of consultation or explanation from Council on how this will work in light of Kerslake report.
For example in Kerslake report he says partnering up is one option. But Council must make sure it has robust guidelines for development. Making sure the standard of housing is green for example. Which is why the missing policies are needed.
I remember asking while back why Council didn't develop Pop site themselves using the SPV. Officer said they had looked at that option and decided no. Did not give the reason. Could be that senior officers even then were not confident HfL was up to the job. Or that the broken relations with HfL and officers meant they decided against it.