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# S O U T H W E S T 2 0 1 9
DATA IS THE NEW OIL
Colin SalesManaging director, 3C Consultants
Session chaired by Chris Grose
Empowering people to deliver social valueEmpowering people to deliver social value
Data is the New Oil
Colin Sales, Managing Director 3C Consultants Ltd
15th May 2019
Empowering people to deliver social valueEmpowering people to deliver social value
Specialist housing ICT consultants
Lessons learned to create bespoke solutions
Expertise from inside and outside sector
Empowering people to deliver social valueEmpowering people to deliver social value
data/ˈdiertə/
noun
Definition: facts and statistics collected together for reference or analysis
Setting the context
Empowering people to deliver social valueEmpowering people to deliver social value
Data Is the New Sex
April 5th 2019
Setting the context
Empowering people to deliver social valueEmpowering people to deliver social value
purpose/ˈpəːpəs/
noun
The reason for which something is done or for which it exists
Setting the context
Empowering people to deliver social valueEmpowering people to deliver social value
happiness/ˈhapinəs/
noun
The state of being happy
Feeling or showing pleasure or contentment
Setting the context
Empowering people to deliver social valueEmpowering people to deliver social value
Happiness = Achievement▪ Effortless achievement
▪ Frustrated when you don’t achieve your objective
▪ To make people happy, help them to fulfil their objectives
Setting the context
Empowering people to deliver social valueEmpowering people to deliver social value
Largest companies in the world by market value (in billion US dollars)
The data ageSpeed of change
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Setting the contextSpeed of change
March 2011 March 2018
Empowering people to deliver social valueEmpowering people to deliver social value
Setting the contextSpeed of change
My iPhone usage:
WhatsApp 21%
Mail 16%
Phone 15%
Safari 10%
Other 38%
My 23 year old son’s iPhone usage:
Instagram 42%
WhatsApp 33%
Safari 15%
Phone 0%
Other 10%
In 2017 the Snapchat float saw the share price immediate increase by 50%
The company has only ever made a loss
Empowering people to deliver social valueEmpowering people to deliver social value
Setting the contextDeath of the phone
1. Browsing the internet
2. Social networking
3. Playing games
4. Listening to music
5. Emails
6. Making calls
7. Text messaging
8. Taking photographs
9. Watching TV/films
10. Reading books
54% now use their phones in place of an alarm clock
46% have dispensed with a watch in favour of their smart phone
39% have switched to use their phone instead of a separate camera
26% use their phone in place of a laptop
2014 Mobile internet usage overtook PC access
Smartphones outsell toothbrushes
Empowering people to deliver social valueEmpowering people to deliver social value
What’s next?
▪ Smart everything
▪ Artificial intelligence
In 2016 – digital natives
became the majority
customer segmentAnalogue
Digital
Internet
Social
Mobile and
4G
Broadband
and wifi
Maturists Baby boomers Gen X Gen Y Gen Z
Setting the contextWhy not change?
Empowering people to deliver social valueEmpowering people to deliver social value
Setting the contextThe big numbers
>50%
21bn 40%10,000
88%30%
50%
54m
Now ‘digital
natives’
Connected
devices by
2020
UK homes had
smart speakers
in 2018
Employed by
Amazon on
Alexa
UK consumers
bought
something
online in 2018
Avg. prediction
of no. of jobs to
be lost to
automation by
2030
Internet search
completed by
voice by 2020
Active
smartphone
users in UK
by 2022
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Setting the context
How could AI benefit…
Retirement Living
and
Sheltered Schemes?
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Why easy things are often difficultMoravec’s Paradox
▪ Playing games
▪ Interpreting the stock market
▪ Following processes
▪ Pattern recognition
▪ Writing simple articles
▪ Mathematical & symbolic interpretation
▪ Walking
▪ Manual dexterity
▪ Empathy/social skills
▪ Gut feeling
▪ Conversation
▪ Negotiation
▪ Creativity/innovation
Easy to encode Conscious tasks Hard to encode Unconscious tasks
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Setting the context
If AI liberated you from aspects of your job
What other valuable tasks could you do?
Or could you do better?
Empowering people to deliver social valueEmpowering people to deliver social value
Setting the contextWhy change?
▪ Lack of a burning platform▪ Fear▪ Job security▪ Who are you doing it for?
Empowering people to deliver social valueEmpowering people to deliver social value
Setting the contextWhy change
“It is not the strongest
species that survive
nor the most intelligent,
but the ones who are
most responsive to
change”
Charles Darwin
Empowering people to deliver social valueEmpowering people to deliver social value
Future Gazing, Future Shaping
In 2016 we (Altair and 3C) ran a sector wide survey, to assess how organisations are approaching transformation and innovation activities.
In September we re-ran the survey to see how the sector had moved on….
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Where is the sector now?
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Transactions currently online
40.0%
11.1%
24.4%
13.3%
4.4%2.2% 2.2% 2.2%
0.0%0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
40.0%
45.0%
<20% 20% 30% 40% 50% 60% 70% 80% >80%
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Transactions aiming to move online
0.0%
7%
0%
4%
22%
0%
22%
30%
15%
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
30.0%
35.0%
<20% 20% 30% 40% 50% 60% 70% 80% >80%
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Time to reach target
4% 4%
19%
33%
26%
15%
0%
5%
10%
15%
20%
25%
30%
35%
<6 months 6-12 months 12-18months
18-24months
24-36months
>36 months
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The power of data in housing
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The power of data in housing
SECTOR CHALLENGES
• Political unrest
• Financial pressures
• The return of regulation
• Fragmented systems
• Badly integrated information
• Poor quality data
Empowering people to deliver social valueEmpowering people to deliver social value
Doing things rightThe importance of compliance, governance and data optimisation
Legal and Compliance Drivers
The legal landscape is changing demanding new
levels of governance ‘with data’.
• Regulation
• Policy
• Compliance
• Data security
• GDPR
Empowering people to deliver social valueEmpowering people to deliver social value
Single version of the truth
Housing
Income
Repairs
Estate Mgt
Tenancy Data Cross Agency Data
Policing
Regional
Demographics
Health
Housing Officers
can collect rent
whilst booking
repairs or gas
inspections
Gas Engineers
can report estate
issuesProcesses Governance Policies Standards Tools
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What is big data
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The value of data
Enables Housing Associations to
harness the value of large data sets for
actionable insight in the moment….
so that they can run their business
smarter, faster and more efficiently Social Impact
Reduce Risks
Operational Efficiency
Customer Experience
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Customer experience
Predictive Asset Management
How can we use data to more accurately
predict when things go wrong? Like when a
boiler needs replacing…
Customer Satisfaction
Monitor real-time customer
satisfaction through analysis of
Social Media channels
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Operational efficiency
Promotes confidence in
business operations and
decision-making with
insights derived from
complete and accurate
information
• REACTIVE
• PREVENTIVE
• PREDICTIVE
Predict when staff are
likely to leave
Predicting tenancy
lengths
Reducing planned
maintenance costs
Eliminating misdiagnosed
repairs
Empowering people to deliver social valueEmpowering people to deliver social value
SOCIAL IMPACT
Given the identity of a social
housing resident, how likely is it that
they will fall into significant arrears
and be either evicted or abandon
their property?
Data helps us to understand the economic
circumstances of tenants, allowing Housing
Associations to react or predict issues quicker
and offer support to vulnerable.
Empowering people to deliver social valueEmpowering people to deliver social value
REDUCE RISK
HEALTH & SAFEFTY
How do we do a better job of capturing the mood and concerns
of tenants?
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Doing things SMART
Welcome to the world of
IOTThe internet of Things
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Results
By capturing richer datasets and real time information,
Flagship has been able to be more proactive, triaging
problems remotely to identify problems before they occur.
For example, data captured from humidity sensors identified
a number of flats with abnormal moisture levels. As a result,
Flagship will be sending surveyors to further assess the
situation. This will allow a repair and maintenance team to
prevent a mold and damp problem from developing, which
can be costly to rectify and also unhealthy for tenants.
Empowering people to deliver social valueEmpowering people to deliver social value
Results
Improved
tenant
experience
Reduction in
arrears
Fewer failed
tenant visits
15%-70%
channel shift
improvement
Opitmised
housing
provision
Continuous
improvement
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WestwardDigital
TransformationProgramme
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Digital Transformation
Approach to Digital Transformation
Programme
Principles9Digital Culture
Customer
• Making a Digital Difference to Our Customer
• Holistic View of the Customer
• Processes through Digital Workflow
People (Workforce)
• Self-Development Through Digital
• Data is Everyone’s Responsibility
• Changing Culture to Digital
Business
• Decision by Data
• Trusted Digital Partners
• Innovation Through Iterations
Decision by Data
Holistic View of the Customer
Data
Everyone's responsibility
Decision by Data
DATA IS
CRITICAL
Empowering people to deliver social valueEmpowering people to deliver social value
Summary
Better use of data is
transforming the
sector
There’s a NEED to
do things right
There’s an
OPPORTUNITY to
do things better
There’s the
POTENTIAL to do
things smart
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Working together
WarObtaining wealth, advantage and influence through gathering resources
DataObtaining wealth and advantage without invading
CollaborationObtaining greater wealth and advantage by working together
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Summary
Protect income stream
Create efficiencies
Help improve lives
Make management easier
Help make the World a happier
place
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Good luck and… Be HappyColin Sales, Managing Director
3C Consultants
E: [email protected]: 07810 543 008
T: @3C_consultants_
Empowering people to deliver social valueEmpowering people to deliver social value
Data Security
86%
76%
54%
27%
security of our organisations data has become a greater priority
in the last 2 years
I worry that employees us public social media to communicate
confidential or sensitive information about work
security concerns are the biggest barrier to providing a better
digital experience
have ever lost or had stolen a mobile device(laptop, smartphone,
tablet) they use for workSource: BT/Davies Hickman Partners 2018
Survey of 1,100 Business Executives and 600 IT Decision Makers
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Data Security
There were 3.9m cyber crimes reported to the police in 2018
Phishing attacks are the most prevalent and persistent
We have already knowledge of several serious attacks in 2019
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Setting the context
All Phishing attacks have this in common:
They are designed to get you to follow an instruction
and click on an item such as a document, link or picture
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This is how it works
▪ They find you on social media.
▪ Find out what you are up to (e.g. a Just Giving page)
▪ You receive an email about the subject, often with an attached topical link using an easy to get anonymous email tool
▪ Not uncommon for up to 25% of people to click the link.
▪ Got you!
Potential to be retargeted
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The rules
▪ ALWAYS… check the email “from” field
▪ ALWAYS… check for files with a “double extension”
▪ ALWAYS… report suspicious emails to Waterman Solutions
▪ ALWAYS… look at website addresses (URL) in an email
▪ DO NOT… open attachments you don’t recognise particularly if they end .exe .scr .bat .com
▪ DO NOT… respond or reply to spam
▪ BE WARY... How you “unsubscribe”
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Passwords
▪ Use the £ sign
▪ Use old car registration numbers
▪ Change 3 letters to reflect the company involved
▪ Use numbers or a special character instead of a letter
Example: P15£tunCih
Police recommend using Password Managers
# S O U T H W E S T 2 0 1 9
EMBRACING THE DIGITAL
AGENDA
Julie HawkerJoint chief executive, Cosmic
Session chaired by Lawrence Blake
Embracing the Digital Agenda
The Challenges and Opportunities
@cosmicjulie
Our services:
Website Design
IT Tech Support
Digital Skills Training
Digital Consultancy
•
•
•
•
Who are we?
Cosmic are an award winning Digital Consultancy that
provides digital skills training and services to
organisations & businesses across the South West.
We are a Social Enterprise, investing our profits in
developing the skills of those most digitally excluded.
What are the key
challenges?
Digital Challenges for the Housing Sector
• Increased resident contact – UC = Increasing costs
• Increased customer expectations
• Leadership – most housing leaders not ready
• Old stack technologies and legacy equipment
• Procurement process and policies
Impact of Universal Credit
• Prior to claiming UC, average arrears of £207 *
• Post UC average arrears of £365
• Debt recovery teams increasing in size
• And more to move to UC by 2023
*Halton Housing 2018
Business imperative of moving to self service
Universal Credit impact – number of transactions increase dramatically
£15 per face to face transaction
10p per self service transaction
So is self-service digital transformation?
4 Solution Areas
Satya identifies four Solution Areas:
Modern workplace
Business applications
Applications and infrastructure
Data and AI.
4 Digital Transformation Pillars
Empower employees
Engage customers
Optimize operations
Transform products
https://blogs.msdn.microsoft.com/jmeier/2017/10/30/satya-nadella-on-digital-transformation-2018/ Microsoft
Simply put – it’s about People, Processes
and Technology
Notice something is missing
(from plans)
Write a digital
strategy
Recruit a digital
superhero
Freak Out about what
the superhero is
doing
Get rid of so-called
superhero!
Digital Transformation Failure Cycle
Five Big Failure Points
1. Too often technology is seen as a service to the business and an operating cost to be managed rather than a key element of any business transformation strategy
2. Lack of competition and little significant pressure for business-focussed innovation has led to an ecosystem defined by limited product differentiation, walled gardens and inaccessible APIs
3. The barriers to change are too high and opportunities to innovate too few
4. This is little or no understanding of current technology on most boards and senior management teams
5. Data ownership and governance are neglected issues across almost the entire housing sector.
https://www.hact.org.uk/sites/default/files/uploads/Archives/2016/12/HACT%20-%20Is%20Housing%20Really%20Ready%20To%20Go%20Digital.pdf
Three Major Barriers to Change
1. Inadequate visible leadership and accountability for the contribution technology makes to the business success
2. To compensate for lack of internal strategic grip and understanding at Executive and Board
levels, there is an over-reliance on external consultant-led change
3. A lack of understanding of the value and use of data is a major issue at all levels in housing
“The UK housing sector is stuck in a
technology rut. Ubiquitous
connectivity, machine learning
and automation are
transforming businesses across
the economy. But social
landlords remain wedded to
systems which in too many
areas have failed to move on.
“Despite endless digital conferences and events there is little evidence housing providers are
capable of responding to the challenges and opportunities of a transformed technology
landscape. At a time of rapidly falling budgets, tighter finances present the urgent need to reinvent
business models, this represents a major unaddressed threat to the long term success of the sector”
Digital skills of staff
What is digital leadership?
“being a leader in the digital age means
understanding technology as much as you
understand money, HR, or the law.”
If leaders have digital understanding, they can then make
”confident, informed and effective decisions for their
organisation and their users”.
What are the opportunities?
What if we get this right?
• Lower cost base
• Improved internal processes
• Increased visibility of data
• Improved agility
• Better staff engagement
• Closer tenant alignment
• Increase in digital inclusion of tenants and staff = WIN-WIN
Workforce
Development
Strategy for all staff to develop
digital mindset and technology
confidence. Staff engagement and
support.
Systems Integration
Develop single data entry and
reporting mechanisms for
systems. Open architecture.
Digital Leadership
Reframing strategic decision
making in the digital world.
Developing digital mindset
through Board and Exec.
Innovation Strategy
Developing processes to focus on
innovation and environment to
encourage innovation.
Digital Success Quadrant
And what are the
opportunities in the
future?
Blockchain to
support
homelessness?
Internet of Things for independent living?
Chatbots and Customer service
Hour of need support?
A Chatbot is software that replicates real-life conversation to
deliver information to users and Ally uses playful language and
engaging content to relay information in an accessible way, 24
hours a day.
1. Sustaining tenancies: By using Ally, housing associations can
mitigate the risk of their tenants falling into arrears and
being evicted.
2. Improve efficiency: Ally helps people get simple advice
without having to call customer hotlines or talk to support
workers.
3. Focus on the complex: By freeing up precious staff time,
Ally allows staff to spend more of their day focusing on
complex issues.
Housing & Digital Opportunities
Digital transformation and adapting to new technology sits at the heart of any customer-facing organisation and housing providers are no different.
As if to underline this, a recent survey by the Municipal Journal and BT found that 83% of respondents regarded digital transformation as among their top five high priorities within their organisation
• using new technology such as voice-control systems and 21st century equipment to promote independent living
• reinventing traditional paper-based tenancies for the digital age
• using customer data to segment and customise services
• data and IT security in the public sector
• using technology to achieve flexible, more mobile and agile working
• undertaking multi-million pound overhauls of existing IT systems
• working with partners to encourage digital take-up in their communities
https://www.northern-consortium.org.uk/event/digital-innovation-2018/
So we need to be coders?
This doesn’t mean that we all need to be technologists and coders.
• Integrating digital into the centre of the organisation, not a separate department
• Understand the impact of the digital world on our customers
• Horizon scan and invest in the right products at the right time
• Recognise skills gap and transforming staff
• Creating new ways of working
Being a digital
leader is not a role,
it's a competency.
# S O U T H W E S T 2 0 1 9
TAKING ADVANTAGE OF THE REMOVAL
OF THE HOUSING REVENUE ACCOUNT
BORROWING CAP
Lawrence BlakeService lead, housing tenancy services, Exeter City Council
Session chaired by Paul Butterworth
91
Taking Advantage of the Removal of the
Housing Revenue Account Borrowing Cap
Exeter City Council Housing Position
• 5000 stock
• Started building again in 2009
• Focus on infill sites
• Modest new build (67 units)
• Passive House, Healthy, Climate Ready
92
93
• Rent cap
• Set up Development
Company
• Large HRA bid
(£100m+ July 2018)
• Cap lifted
Debt Cap£57.882m (£56.884m re self-financing and £998k re Council Own Build (Wave 1)
Rent loss – 1% rent cuts£7.9m over 4 year period
Income (2016/17)Dwelling rents £19.547mNon dwelling rents £0.521mCharges for services and facilities £0.794m
£20.862m
Exeter City Council Housing
94
• Land
• Finance
• Planning
• Capacity
• Right to Buy
• Members aspirations
• Borrowing Cap abolished
• Replaced rent reduction with rents up by CPI +1% from 2020
• Considered greater flexibility for the use of Right to Buy receipts
• Abolished High Value Assets legislation
Challenges & Opportunities
Finance
95
• Need to borrow prudentially
• RTB receipts
• Homes England grant
• Capacity / resources / expertise
• Joint Ventures
• Development Company RP
Surrender Receipts
• Constraints in match funding
• Inability to count expenditure which is part funded by HCA
• 3 year time restriction
• Unable to pass on to a body in which the authority has a
controlling interest
• Discouraged from counting Section 106 expenditure
• Gift money to HA’s rather than surrender
96
One-for-One Replacement
• Signed up to agreement
from 1st April 2012
• 86 replacement
properties, but 187 RTB
sales to date
97
To date £'000
Retained RTB Receipts 30% 6,747
Required match funding 70% 15,742
Total Required Spend by 30 Sept 2020 100% 22,489
Actual spend to 2016/17 6,934
Planned spend 2017/18 to 2020/21 11,513
Total Planned Spend 18,447
Investment Shortfall 4,042
Resident/Tenant Engagement
• Better Homes for local people document
• Committed to resident involvement and recognise the positive effect it plays
in shaping services and driving service improvement.
• Value all contributions made and have developed a suite of involvement
methods to enable engagement across our customer base.
• Developed a social media presence in order to increase accessibility to
engagement and to synchronise our services with the wider national ‘digital
shift’ context.
98
Who Builds What – HRA vs. DevCo
• Criteria matrix and weighting
• Who is best suited to build
• Quick wins
• Strategic approach
• Joint Ventures
• S106 added value
• Is it just about numbers?
99
Housing Need (May 2019)
Band A Band B Band C Band D & E Total
1 Bed 2 183 152 948 1285
2 Bed 115 189 152 456
3 Bed 1 51 194 44 290
4 Bed 27 58 11 96
5 Bed 13 3 2 18
6 & 7 Bed 4 1 1 6
Total 3 393 597 1158 2151
100
• 2151 Households in Housing Need – 60% 1 bed housing need and 21% 2 bed housing need
Future Housing Need
• Greater Exeter Strategic Plan (GESP) identifies a growth need of
627 homes per annum across ECC area
• GESP estimates affordable housing need as between 47-50%
per annum (up to 314 homes a year)
• Pipeline of 2,478 new homes under development
• Future Pipeline of 1,736 new homes with outline planning
• Demand is still outstripping supply
• Liveable Exeter Vision (12,000 homes over 20 years)
101
Housing Need, Delivery & Shortfall(market and affordable)
• Existing Need = 1,700
• Shortfall to 2040 = 5,500 (GESP)
• Delivery required to 2040 = 8,000 (6,053 affordable homes &
1,065 smaller market homes & specialist housing)
• Delivery would need to be increased by 364 homes per year
(double ‘normal’ delivery)
102
Affordable Housing Delivery
• 1189 affordable homes delivered (10 years)
• 54 fully wheelchair accessible
• 67 ECC new build (53 more currently on site)
• 39 S106 purchased by ECC (23 full wheelchair)
– £24k each (average) £937k in total
– £9m market value
• 23 S106 negotiated by ECC (9 full wheelchair)
103
Delivery Challenges
• Land Availability for new homes
• Market Place Capacity & Capability
• Statutory Resources for Planning Consents
• Viability
• Infrastructure
• Employment
104
Use of Right to Buy Receipts
• Using all predicted RTB (as 30%) results in 295 new
build units over 10 years
– £50m total investment (30% RTB / 70% borrowing)
– Doesn’t keep pace with RTB
• Ambition closer to 500 units over 10 years
– £85m total investment (18% RTB / 82% borrowing)
105
Exeter City Council Solutions
• Bring forward public sector land for development
• Formation of Council Owned Development Company
• Partnership / Alignment with Exeter City Futures, Exeter
University and Met Office
• Explore off site and custom housing
• Seek funding opportunities to pursue delivery options
106
HRA Solutions
• Access to additional money through borrowing cap lift
• Strategic approach to development on Council land
• New Housing Needs survey commissioned
• Breaking down Silo’s working with Leisure and Corporate Property
• Site identification
• Estate regeneration opportunities
• Active Asset Management
• Stock viability
107
HRA Solutions
• Members want numbers and quality
• Passivhaus / Building Biology / Climate Ready – longer term view
– Sample shows utility bills total 50% less in ECC new build
• Skills and capacity
• Work with Exeter City Living - Teckel company
• S106 purchases
• Additionality
• HE Grant108
HRA Solutions
• Maximising RTB receipts (deliver 30 units per year)
• Need 50 per year to replace RTB
• Not just new build – refurbishment and adding floors etc
• Open market land
• Quick wins
• Develop ambitious long term programme – minimum 500 units
over 10 years
• Aligning our development to wider housing ambitions
109
Questions?
Lawrence Blake
Service Lead - Housing
Tenancy Services
01392 265691
Gary Stenning
Asset Management Lead
01392 265870