STROUD DISTRICT COUNCIL www.stroud.gov.uk Housing Strategy

STROUD DISTRICT COUNCIL
www.stroud.gov.uk
Housing Strategy
2005/09
Published July 2005
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The Council’s vision is . . .
‘To make Stroud District a better
place to live, work and visit for
everyone’.
HOUSING - with a focus on
affordable and decent housing to
meet local needs - is one of the
Council’s five Key Priorities for
investment in terms of its budget
proposals, policy development
and partnerships.
We serve approximately
107,899 residents living in
45,934 households.
Stroud District covers 175
square miles of which over half
consists of AONB. Much of the
employment in the district is
manufacturing-based,
contributing to average
household incomes that are
below national averages.
Stroud’s population has risen
from 103,644 in 1991 to
107,899 in 2001. Much of this
population growth can be
attributed to the in-migration of
commuters and retired people.
This reinforces Stroud’s
reputation as an attractive
District in which to live and
work. However, it places
increasing pressure on the
housing market to provide
sustainable homes for all.
We are continually developing
innovative ways of meeting the
housing needs of our residents,
both now and in the future.
Contents
Foreword 3
Introduction 4
The National Framework 5
The Regional Framework 7
Sub-Regional Framework 8
Sub-Regional Partnerships 9
The Local Strategic Partnership 10
Local Strategic Partnership 10
The Local Framework 11
Involving our communities in setting priorities 11
Local Partnership working 12
Working with Planning 13
Key Priority - Affordable Housing 14
Housing Need: Affordable Housing 14
Increasing the supply of affordable housing 15
Improving access, supply and affordability 16
Implementing our affordable housing policies 17
Increasing the supply of affordable housing in the Private Sector 18
Improving the condition of housing in the private sector 19
Increasing the supply of affordable rural housing 20
Improving the condition of Council housing 20
Council housing options 22
Equality and Diversity - access to our housing services 22
Supported Housing 23
Tackling Homelessness 25
1

Corporate Vision 26
Corporate Aim 1 - To prevent and reduce crime and disorder 27
Corporate Aim 2 - To maintain and improve the community’s health 27
Corporate Aim 3 - To create and expand recreational and cultural 28
opportunities
Corporate Aim 4 - Helping those in particular need 28
People with Physical Disabilities 28
Older People 28
Young People 29
Benefits 29
Corporate Aim 5 - To help protect and improve the environment 30
Saving Energy 30
Corporate Aim 6 - To help build economic prosperity 30
Regeneration 30
Corporate Aim 7 - To improve continuously the Council’s 31
performance by providing Best Value services
Comprehensive Performance Assessment 31
Managing our Resources 33
Maximising our Resources 34
Consulting our Stakeholders 35
Issues and outcomes 35
Partners to the Housing Strategy 38
Glossary 39
Monitoring our Action Plan and Housing Strategy 40
How to obtain more information Inside back cover
2

Foreword
The Council’s Corporate Aims
are to . . .
● Prevent and reduce crime and
disorder
● Help those in particular need
● Protect and improve the
environment
● Help build economic propsperity
● Maintain and improve the
community’s health
● Create and expand recreational
and cultural opportunities, and
● Continuously improve the
Council’s performance by
providing ‘best value’ services
The Council’s Key Priorities
are . . .
● Community Safety - creating
safer and stronger communities
● Affordable Housing - toprovide
affordable and decent housing
● Environment - to create a better
local environment
● Regeneration - promoting the
economic vitality of our towns
and villages
● Healthy Living - to promote
health and well-being
Housing plays an important part in developing safe, healthy and sustainable communities. There
is a high demand for housing from relatively affluent people moving into the Stroud district. Whilst
the levels of unemployment are encouragingly low, house prices are high, and local incomes
relatively low.
Decent and Affordable Housing is an essential part of the local economic environment,
helping to avoid poverty - particularly in rural areas - and ensuring that people in housing need can
access training and employment opportunities.
Our Housing Strategy is part of a much wider strategic picture and is supported by the
Council’s
Corporate Aims and Key Priorities, which we will achieve through;
● Improved service delivery
● Partnership
● Innovation
SMART Action Plan
The Action Plan that accompanies this strategy summarises the options available to us in meeting
our strategic housing objectives, how they have been analysed and prioritised, and which partners
and organisations will help us to achieve them. Our action plan is . . .
Specific
Measureable
Achieveable
Realistic
Time limited
We hope you find this strategy relevant and
informative. We are keen to know your views, because
we do want to take your comments into account
when we monitor our Action Plan progress.
You can find our contact details at the end of this Strategy.
David Hagg Cllr John Jeffreys Sue Griffiths
Chief Executive Cabinet Member for Housing Chair
Tenants’ & Residents’ Forum
3

Introduction
Our Housing Strategy explains how a
range of other issues that link to
housing, with the common aim of
improving the quality of life inthe
district, including . . .
Partnership working - strengthening
planning, delivery and monitoring of
housing and related services.
Balancing the housing market -
understanding the issues that affect
access to all housing.
Decent homes for all - how our
comprehensive stock conditiondata
across all tenures is being used to target
resources to those in greatest need and
to inform the decisions that will enable
us to achieve the Decent Homes targets
for our own stock by 2010.
Affordable Housing - a range of
initiatives designed toincrease the
supply of affordable housing, using
traditional and innovative methods
through housing and planning policies.
Contact details
You can find contact details for
Council Officers at the end
of this Strategy
Fit For Purpose In July 2002 we published a comprehensive three-year Housing Strategy for
2003-2005. The Government decided that our strategy was ‘above average’ but that it did not
completely meet the ‘Fit For Purpose’ standard.
‘Fit for Purpose’ means that the strategy must . . .
● Be easy to understand by most people
● Explain how it fits in with Governments national and regional priorities
● Involve comprehensive consultation
● Be based on a sound analysis of housing need
● Properly assess all available resources
● Explain the progress we have made against previous goals
● Contain a clear analysis of the options available to us
● Include SMART targets
During the development of this strategy, a number of new National and Regional issues and
priorities emerged. These, together with important ongoing local issues have been considered in this
new strategy to cover the period 2005-2009.
Our aim is to achieve Fit For Purpose standards. In developing our Housing Strategy, we have
considered . . .
National priorities: These are explained in the Deputy Prime Ministers’ policy statement
‘Sustainable Communities: Building for the Future’
Regional priorities: These are explained in the South West Regional Housing Body’s:
‘Sustainable Communities in the south-west’ and the South West Regional Housing Strategy.
Local priorities: These are set by our Local Strategic Partnership, and explained in the
Community Plan.
You can find more details about . . .
National Priorities - www.odpm.gov.uk
Regional Priorities - www.southwest-ra.gov.uk
Local Priorities - www.stroud.gov.uk
The Housing Revenue Account (HRA) Business Plan
The Council currently owns and manages its own stock and the Council’s ability to do this is
considered in the Business Plan. The key issues from our HRA Business Plan are summarised
in the Housing Stock Condition section of this Strategy.
Contact: Head of Housing Standards Phone: (01453) 754097
Email: housingstrategy@stroud.gov.uk
Statistical Appendices to the Housing Strategy and The Housing Revenue Account
(HRA) Business Plan contain detailed information, including expenditure and targets, relating to
our Housing Investment Programme proposals, and our performance in managing and maintaining
Council housing. The appendices were submitted to the Government Office for the South West in
August 2005.
Copies are available on request, or directly from the Council’s website:
www.stroud.gov.uk/info/Statistical_Appendices.pdf
4

The National Framework
The Communities Plan - the Deputy Prime Minister’s programme of measures
Building for the Future promotes sustainable communities.
Our Housing Strategy has considered these measures and our Action Plan is designed to deliver
those housing housing-related services that meet the Communities Plan objectives.
Homes for All, the ODPM’s Five Year Plan - a range of measures to extend opportunities for
home ownership . . .
● New First Time Buyer’s initiative using publicly-owned land for new homes
● New Homebuy Scheme for Council and Housing Association tenants
● Ensuring the proceeds fromHomebuy sales are re-invested in housing
● Continuing the Right to Buy and Right to Acquire schemes
● Competition to build a quality home for £60,000
● Changes to the planning system ensuring more affordable housing for key workers and
young families in rural areas, and
● Building 50% more social homes a year by 2008
● Targets to provide decent homes for vulnerable people
● Extending choice-based lettings nationwide by 2010
● MoveUK - a new online system bringing together nationwide information about jobs and
housing opportunities
● Halving numbers in temporary accommodationby 2010
● Effective provision for Gypsies and Travellers, while tackling unauthorised development
● Providing housing related funding support tohelp older or disabled people live independently
in their own homes
Our Action Plan contains measures that consider the Housing Act 2004
More about the Communities Plan and the Housing Act at www.odpm.gov.uk
5
Key elements of the Communities
Plan . . .
● addressing the housing
shortage
● accelerating the provision of Affordable
Housing
● tackling homelessness
● decent homes for all
Through changes in housing and planning
policy, Government is seeking to . . .
● make better use of land
● build more homes that
people need
● make home ownership more affordable
● develop more effective methods of
building
To support sustainable communities,
Government wants to address . . .
● poverty and social exclusion
● health inequalities and
● neighbourhood decline
Our Action Plan contains
measures that consider the
ODPM’s Five Year Plan
(left) the Council’s eco-demonstration
project, where solar and photovoltaic
panels and a range of other measures
ensure that energy is eaved - and
tenants enjoy lower bills

The National Framework continued . . .
The Single Housing
Investment Pot (SHIP)
This brings together the National
Affordable Housing Programme (NAHP)
allocated by the Housing Corporation to
housing associations to fund social
housing and the Housing Investment
Programme (HIP) allocated by Government
to councils to . . .
● deliver new affordable housing
● tackle private sector renewal, and
● maintain and repair Council housing
The Housing Act 2004
The Housing Act is designed to help the most vulnerable and create a fairer housing market across
tenures. Its measures include . . .
● replacing the housing fitness standard with the Housing Health and Safety Rating System
● two new licensing regimes for private rented properties
● requirement for sellers or estate agents to produce a home information pack
● ombudsman scheme for estate agents
● changes to the Right to Buy scheme
● strengthening the rights of park home owners
● allowing the Housing Corporation to give grants to organisations other than housing associations
● tenancy deposit scheme for assured shorthold tenancies
● requirement that local authorities assess the accommodation needs of gypsies and travellers and
produce a strategy to meet those needs
Our Action Plan contains measures that consider the Housing Act 2004
The Planning and Compulsory Purchase Act 2004
Is legislation designed to achieve better outocmes and sustainable communities through simplifying
and speeding-up the Planning system . . .
● Regional Spatial Strategies replace Regional Planning Guidance
● Local Development Frameworks replacing Local Plans, structure plans and unitary
development plans
● new Secretary of State powers to speed up enquiries and decisions on major projects of
national or regional importance
● improvements to the Development Control process
● changes to the durationof Planning Permission and consents
● Compulsory Purchase mechanism made simpler, fairer and quicker
6

The Regional Framework
The South West
With a population of 5 million, a relatively affluent and economically thriving region with a strong
infrastructure and an attractive environment, but also . . .
● The fastest growing region in England
● The greatest increase in population aged 45 and over
● A predicted household growth from 1.9 million to 2.4 million by 2016.
● The highest net in-migration of any English Region
● Population growth mostly in rural areas
● Pockets of severe deprivation
Sub-Regeional Housing Markets
1 West Cornwall
2 Plymouth
3 Torbay
4 Exeter
5 Taunton
6 Weymouth - Dorchester
7 Bournemouth - Poole
8 South Somerset - West Dorset
9 Salsbury
10 West of England
11 Swindon
12 Gloucester - Cheltenham
Copyright Mapinfo/Bartholomew 2000
Find out more about the South West Regional Assembly and Regional Housing
Strategy at www.southwest-ra.gov.uk and ‘Sustainable Communities
in the South West’ at www.odpm.gov.uk
The South West Regional Assembly [SWRA] is a partnership of councillors from
all local authorities in the region, and representatives concerned with the region’s economic, social
and environmental well-being. It is part of Government’s plans to decentralise power and
strengthen regional policy. Since 2004, the SWRA also became the Regional Planning Body for
the South West, updating the region’s plan that will guide development over the next 20 years. At
SWRA meetings, our Leader of Council represents the interests of the Stroud District.
The South West Regional Housing Body (SWRHB) plays an important strategic
and funding role. It comprises a Steering Group, a Working Group and the South West Housing
Forum. The SWRHB has analysed the regional housing market, and publishes a Strategy to
support the development of sustainable communities through land use, transport and economic
development.
The South West Housing Forum (SWHF) brings together housing providers,
practitioners, and policy makers from Local Authorities, Agencies and Professional bodies.
Through our membership of Gloucestershire’s Housing Strategy Group, the forum is this
Council’s direct regional link in taking forward a range of housing and planning policies,
strategies, investment, research, consultation, and partnership projects.
Our Action Plan explains how the Council influences and reacts to regional issues
7
In 2003 Government published its
‘Sustainable Communities in the South
West’ strategy.
This translates those national housing,
planning and neighbourhood renewal
priorities that are important in the
regional context. Its Regional Action
Plan sets out the policies, resources and
partnerships available to build and
sustain communities.
The Regional Housing Body’s ‘Strategic
Housing Priorities in the South West’
makes recommendations to Ministers on
housing investment priorities and
promotes effective joint working between
the private and publiic sectors.
The ‘South West Regional Housing
Strategy 2005/16 establishes medium
term strategic proposals for housing
capital investment in the South West.
The Council’s link with the Region . . .
South West
Regional Assembly
South West
Regional Housing Body
South West
Housing Forum
Gloucestershire
Housing Strategy Group
STROUD
DISTRICT
COUNCIL
www.stroud.gov.uk

The Sub-Regional Framework
On a countywide basis, the Gloucestershire
Housing Strategy Group has successfully
combined resources, entered partnerships
and contracts to . . .
● develop housing with care and support
for people with special needs
● undertake a comprehensive Housing
Needs Assessment
● co-ordinate Children Leaving Care policy
and Pathway Planning for Housing
● provide a Youth Housing and Advice
Service
● form cross-boundary joint commissioning
partnerships to develop large Local Plan
sites
● agree a countywide response to
SWRHB’s consultation on Strategic
Housing Priorities in the South West
Analysis of sub-regional housing
markets
In 2004, the SWRHB commissioned DTZ
Pieda Consulting to identify and analyse the
housing markets within the South West. The
study was published in July 2004. It
identifies . . .
● the extent of sub-regional housing
markets and
● recommends a common approach to
undertaking comprehensive sub-regional
housing market assessments
Our Action Plan explains how
the Council proposes to react to and
further influence Regional Housing
and Planning Policy
The Gloucestershire Housing Strategy Group (GHSG) is a partnership of
Strategic Housing officers representing the seven County, City, Borough, and District Councils in
Gloucestershire ~ it is the Councils direct link to the Regional Housing Forum. There is an
annual rota between Strategy Officers for Chair and Secretary.
The Group meets bi-monthly with an Agenda of housing and planning issues that impact on the
provision of housing, care, and support services within the Gloucestershire sub-region. The Group
coordinates:
● Strategic Housing and Homelessness policy development
● Joint commissioning of research
● Responses to Government and other consultation
● Strategic cross-boundary funding bids
● Development of new initiatives and projects providing housing and care
Housing Policy Officer
from each
district authority
8
Chair
County Council and
Regional Housing Forum
representative
- regular representation from -
County
Social Services
representative
● The Housing Corporation ● Government Office for the South West
● Supporting People Team ● Primary Care Trusts
● Local Authority Planning Strategy
Other Statutory and Voluntary Sector Agencies as appropriate
Housing, employment, and ‘travel to work’ patterns are all inter-related. An understanding of how
housing markets operate is essential to the development of effective housing and planning strategy.
Importantly, these markets cover an area that falls within the administrative area of a number of
local authorities and partnership working is essential.
Stroud district is part of the
Cheltenham-Gloucester
Sub-Regional Housing Market,
with the two Principal Urban
Areas at its centre, but broadly
embracing the entire county of
Gloucestershire. Parts of
Stroud district are also subject
to the influence of the West of
England Sub-Regional Housing
Market (the four unitary
authorities within the former
county of Avon).
DTZ Pieda has recommended to SWRHB that Gloucestershire should
plan to undertake a full sub-Regional Housing Market Assessment
in 2006-7.
You can find out more about the DTZ Pieda Analysis of sub-regional housing markets at
www.southwesthousingbody.org.uk

Sub-Regional Partnership working
The Gloucester Housing Market Partnership - GHMP
Focussing on the City of Gloucester as a Principal Urban Area, and together with Tewkesbury
District, the combined cross-boundary housing needs of the three local authorities identified a
shortage of 7,720 affordable homes. A partnership was formed with the Housing Corporation to
maximise affordable housing on the major sites at Brockworth, Hardwicke and Quedgeley, located
where the boundaries of Stroud, Gloucester and Tewkesbury meet.
The Gloucestershire Rural Housing Partnership - GRHP
Together with the Housing Corporation, the Countryside Agency, and the Gloucestershire Rural
Community Council, the four rural authorities of Gloucestershire formed the GRHP to meet
affordable housing needs in rural areas. Working with a consortium of local Registered Social
Landlords a Rural Housing Enabler is employed to assist with Parish housing needs surveys and
to liaise with developers and landowners.
You can find out more about Rural Housing on www.stroud.gov.uk
Supporting People Core Strategy Group is a working partnership of local
government, service users and agencies responsible for identifying the support services required by
vulnerable people throughout the County. In developing the Supporting People strategy, the core
Strategy Group establishes priorities, allocates funding, and aims to improve the quality, range and
flexibility of services.
You can find out more information about Supporting People from www.spkweb.org.uk
Leaving Care Group - In a partnership response with social services, voluntary agencies
and service providers, duties to young people under the Leaving Care Act 2001 are being met
through a Countywide Advice Service, a framework for individual assessment, Pathway Planning
for training, employment, accommodation and support needs and priority within our housing
allocations policy.
You can find out more about the Leaving Care Act on www.dfes.gov.uk
Young People’s Advice Service - The Countywide Advice Service also provides
housing advice to all young people via a series of drop-in sessions across the county. Advice is
available by telephone for young people from rural areas who find it difficult to travel to
advice sessions.
You can find out more about the Young People’s Advice Service from
www.stroud.gov.uk
Principal Officers County Technical Group - Private Sector Housing. The Principal
Officers meet quarterly to co-ordinate policy and training for officers and landlords Countywide.
A successful landlords training day, backed by the Residential Landlords Association, was held
recently, to promote good practice in private letting.
You can find out more about the Private Sector team on www.stroud.gov.uk
Gloucestershire Warm & Well Scheme was originally set up as part of the County Energy
project and operated by a consortium of 7 Local Authorities and the local Energy Efficiency
Advice Centre. It continues to deliver a very successful grant programme to vulnerable groups,
alongside providing advice and information to all about saving money on utility bills and protecting
the environment.
You can find out more about the Warm and Well from www.swea.co.uk
Domestic Violence - The Council has taken a lead role in the preparation of a Social
Housing Statement to complement the Gloucestershire Coordinated Response to Domestic
Violence. This is a Housing framework for social landlords to provide a safe, supportive and
coordinated approach to domestic violence.
More information on the Domestic Violence Intervention Project can be found on
www.guid-information.org.uk
9
Our urban and rural multi-district and Joint
Commissioning Partnerships have been
successful - another has been formed
between Cheltenham and Tewkesbury
Borough Councils.
In 2005 Stroud will work with all other
councils in Gloucestershire with the aim of
bringing existing partnerships together to
form a single sub-regional housing market
partnership.
The GHMP has secured £30 million
of Government grant to provide
1,300 affordable homes oer the period
to 2011
Gloucestershire Strategic Partnership (GSP)
was formed in January 2002. The
partnership is made up of the six local
authorities in Gloucestershire, the County
Council and local businesses, statutory and
voluntary agencies. The Partnership has
identified ‘providing homes that people can
afford’ as a key priority. To achieve this,
the GSP has outlined a number of actions,
which include . . .
● auditing all public owned land and
consider disposing at low value for the
provision of affordable housing
● maximising new housing
development on brownfield sites
● developing a common approach to key
worker housing
● encouraging developer to provide
homes to ‘lifetimes homes’ standard
● developing a common approach to
housing support and advice services

The Local Strategic Partnership (LSP) - Affordable Housing Group
LSP Delivery Mechanism
There are many partnerships and
organisations dealing with improving housing
opportunities and the LSP’s contribution has
been channelled through the . . .
Affordable Housing
LSP Affordable Housing
Syndicate Group
Decent Housing
Health and Well-being Partnership
The Council’s Corporate Delivery Plan is
consistent with the priorities in the Local
Strategic Partnership’s Community Strategy,
which the Council has endorsed.
Local Area Agreements (LAAs)
are informed by the Local Strategic
Partnership and are intended to simplify the
different streams of Central Government
funding going into an area.
LAA’s help to join up public services more
effectively and allow greater flexibility for
local solutions to local circumstances.
They involve Government, the Council
and its major partners who deliver services
for . . .
● children and young people
● safer and stronger communities
● healthier communities and older people
Pilot Local Area Agreements are now
underway in 21 areas of the uk.
Government plans for another 40
agreements by April 2006.
The Stroud District Local Strategic Partnership (LSP) was established in March 2002. It brings
together senior representatives from the public, private, voluntary and community sectors who have
a diverse wealth of local knowledge and expertise. Its purpose is to improve the quality of life for
local people by encouraging effective partnership between those who can directly and indirectly
bring about change.
‘Our Vision is to foster a feeling of pride and well being within the diverse
communities of the District, by creating a safer environment which provides
good shopping, leisure and public facilities together with local employment, all
within easy reach of all residents, with local, quality housing affordable by all
sectors of the community’
The Community Strategy is the main mechanism by which the LSP’s Vision will be achieved. It
details the concerns of local people, the business community and visitors and sets out what the LSP
together with other partners, partnerships, agencies and communities are trying to achieve in
response.
LSP Affordable and Decent Housing Objectives
● Make sure that everyone has access to a home that suits their needs
● Increase the availability and provision of affordable housnig in rural and urban areas
● Take steps to enusre that more homes are accessible
● Maintain and improve existing homes includng improvements to energy efficiency
10

The Local Framework - Involving our local community in setting the priorities
Research examined residents’ priorities for spending. Of the eight schemes discussed, the
provision of affordable housing was seen to be the most important. More people gave this a high
spending priority (64%) than any other scheme, and a more than a third (36%) chose it as their
top priority.
Most Important Issues
Housing
You can find more results from our Survey Results on www.stroud.gov.uk
Bringing empty properties back into use was seen as the highest priority action - 89% said this was
a high priority. However, people recognise that housing is a broader issue than this alone; ensuring
an adequate supply of affordable rented accommodation was also high in residents’ priorities.
● Different types of affordable housing being given equal importance
● Private sector and public sector needs being given equal importance
● Access to appropriate assistance for all sections of the community
● All sections of the community being aware of and where appropriate involved in housing
developments and housing services
Education
provision of affordable housing
improving transport links in Stroud town
Increasing funding for village community facilities
refurbishment of public conveniences
provision of sports/play equipment throughout the district
● To prevent homelessness and tenancy failures
● To increase accessibility to housing and housing services
● To counter intolerance and unsocial behaviour
● The importance of clear communication to achieve realistic expectations
d/k
none of these
contribution to cultural initiatives
better access to Council services
improved booking arrangements at sports centres
0 5 10 15 20 25 30 35 40 45% 50
You can find more results from our Consultation Exercise
towards the end of this Strategy
1
2
2
3
9
9
10
12
15
11
36
Residents’ Survey
In September 2004, the Council
commissioned the Research Box to
undertake public consultation that would
provide an understanding of the
community’s view of theissues for the
development of the Council’s Budget for
2005/6 and would help the Authority
decide on the level of Council Tax increase
for the forthcoming year.
Housing Strategy Consultation
The framework for the strategy
and its aims and objectives were identified
and agreed as a result of a comprehensive
consultation exercise.
The Council, its partner organizations and
the residents of Stroud have produced this
document jointly. Consultation was
undertaken through . . .
● postal and online questionnaires
● discussion groups
● telephone interviews

The Local Framework - Local Partnership working
Local Partnerships are set up for a number
of reasons . . .
● to improve efficiency
● to improve communications
● to provide a better service for a
client group
● to improve links between different
services, agencies or groups
● to provide new services or amenities for
a client group
Rehousing of Ex-Offenders. In partnership with Probation and Social Services there is
a risk assessment process as part of an information-exchange protocol designed to help reintegration
of ex-offenders without threat to community safety.
You can find out more about the rehousing of ex-offenders in the section
Supported Housing
Care and Repair. The Council supports the Care & Repair Agency to lead on the Care
Direct initiative throughout Gloucestershire. Care and Repair are an independent local home
improvement agency that provides a valuable service for older or disabled people. Through
Care & Repair in Stroud, our in-house Occupational Therapist housing team has implemented
a Fast-track adaptations service.
You can find out more about Care & Repair from www.stroud.gov.uk
Landlord’s Forum and Accreditation Scheme. An initiative to promote good
standards of management in the private sector, the landlord and letting agent’s forums and
newsletters were instrumental in consulting with the private sector on the formation of private sector
grant policy, as well as in the creation of the Rent in Advance, Deposit Bond and Fit to Rent
schemes, which help those with low incomes access good quality private sector rented properties.
You can find out more about the Landlord’s Forum at www.stroud.gov.uk
Young People’s Floating Support Service. Supplementing an existing Countywide
Scheme and available to young people, helping sustain tenancies, reducing rent arrears and
tackling neighbour nuisance issues.
You can find out more about the Young People’s Floating Support Service on
www.stroud.gov.uk
Cotswold and Stroud Learning Disabilities Housing Strategy Group.
Held jointly with Cotswold District Council in recognition of the Cotswold and Vale Primary Care
Trust area, implements action for the Multi Agency Reprovision Project (MARP) by identifying
opportunities for development in partnership with Registered Social Landlords.
Mental Health Housing Strategy Group. This group was formed because anecdotal
evidence indicated that there is a lack of suitable accommodation for people with mental health
problems in the District. We are working with the Gloucestershire NHS Partnership Trust and the
Primary Care Trust to quantify need with a view to developing suitable accommodation if required.
Gloucestershire Reintegration Service is assisting the Council to investigate need
and possible future provision of accommodation and support for ex-offenders or drug users who
want to reintegrate back into the community.
You can find our proposals for Supported Housing in our Action Plan
12

The Local Framework - Working with Planning
Structure Plan
The Gloucestershire Structure Plan applies the Government’s National and South West Regional
Planning Guidance to the County and provides a strategic framework for Local Plans and
development control.
The Structure Plan aims to provide for sustainable growth and economic development whilst
protecting and enhancing Gloucestershire’s distinctive environment. It does not identify specific
sites for development, but does indicate the broad location for major growth areas.
Local Plan
The Council’s draft Revised Deposit Local Plan was prepared in the context of the Structure
Plan. The Inspector’s report into the Local Plan Inquiry that ran from 15 January 2002 until 3
June 2003 was received on 25 November 2004. The Council considered the Inspector’s
recommendations in May 2005, approving modifications to be submitted for public consultation
and adoption for Development Control purposes.
Supplementary Planning Guidance for Affordable Housing
The strategic housing and planning teams have prepared an Interim Policy Statement for
Affordable Housing (IPS). It was adopted in November 2002 and explains the Council’s
approach to the delivery of affordable housing. It is directly linked to the Council’s existing
planning policies and is referred-to as a ‘material consideration’ in determining planning
applications. With the benefit of robust and up-to-date Housing Need Survey data, and following
a consultation exercise, the IPS was revised - together with relevant local plan policies - and
adopted in October 2003. The guidance will be updated again in 2005/6.
The Flow Chart (below) indicates how the Council establishes
the appropriate level of affordable housing for
individual development proposals
Pre-planning application
stage (relevant to land
valuer/agent,
developer/applicant)
15 units or over /4 units or
over OR 0.5ha or over /
0.2ha or over? (urban / rural)
Appropriate level?
Appropriate sizes?
On site? Off site?
Integrated design?
RSL partner?
DC case officer to consider
other relevant development
policies
Proceed to
determination of
planning application
Submit
application
Negotiate with applicant to
agree details of provision
Submission of planning
application
Allocated to planning team
case officer
Element of affordable
housing required
DC Case Offier/Housing
Strategy Team and county
Council to consider whether
other aspects of provision
are acceptable. Establish
s.106 planning agreement
13
Joint work between planning and housing
officers has resulted in a range of policies
designed to . . .
● provide affordable housing in new
residential developments
● more rural homes on ‘exception’ sites
● preventing smaller, affordable properties
from becoming too large and
unaffordable
Our IPS Affordable Housing Policy
can be found at
www.stroud.gov.uk

Key Priority - Affordable Housing to provide affordable and decent housing
Housing Need - Affordable Housing
What is affordable Housing?
Affordable Housing is housing for
people who cannot afford open market
rents or house prices.
Housing is affordable when the
cost of the rent or mortgage represents a
reasonable proportionof household income.
The main kinds of Affordable
Housing
Social Housing specifically means the
kind of affordable housing that is provided
with Government or Council subsidy. It is
usually for rent and includes council
housing and housing association homes.
Shared Ownership is also a form of
Affordable Housing, usually provided by
Housing Associations and made available
on ‘part rent par buy’ terms.
Privately Rented and
supported by Housing Benefit -
the Council provides grants to private
landlords so that they can improve and
convert accommodation. In return, the
landlord accepts tenants from the Council’s
Housing Register and charges a rent that is
affordable.
Who is eligible for Affordable
Housing?
Generally, Council housing and Housing
Association homes are allocated to people
in the greatest need and who are on the
Council’s Housing Register.
Our Housing Needs Survey
can be found on our website
www.stroud.gov.uk
Stroud has a low wage, high housing cost economy. There is considerable net in-migration (more
people moving in than moving out), and as in-migrants are generally more affluent than the
indigenous population, this has a major impact on increased house prices. In turn, this increases
demand for lower-priced properties.
Consultants Outside Research were jointly appointed by the Gloucestershire local authorities to
undertake a comprehensive countywide Housing Needs Survey. Gloucestershire-wide results, as
well as separate results for each individual District were published in 2005. As part of the Survey
research, prices for ‘entry-level’ properties - properties that would normally be bought by first-time
buyers- were analysed . . .
District Terraced Flat/Maisonette
Average Sales Average Sales Average
price price price
Cheltenham £166,620 207 £137,814 220 £151,779
Cotswold £181,484 109 £159,245 46 £174,884
Forest of Dean £107,888 70 £70,055 16 £100,849
Gloucester £106,940 207 £86,495 80 £101,241
Stroud £146,749 152 £100,981 54 £134,752
Tewkesbury £130,556 102 £85,895 33 £119,639
Gloucestershire £141,185 847 £120,205 449 £133,916
● The average entry-level price for a property in the Stroud District is £134,752
● 18% of newly-forming households cannot afford to rent or buy in the open market
● A first-time buyer would need a net household income of £1,860 per month
Income and house price ratios demonstrate the gap between earnings and local house prices . . .
Net monthly income Range of housing costs Range of house prices
Less than £350 Less than £140 Less than £24,096
£351-£550 £140 to £220 £24,165 to £37,866
£551-£750 £220 to £300 £37,935 to £51,635
£751-£950 £300 to £380 £51,704 to £65,404
£951-£1,250 £380 to £500 £65,473 to £86,059
£1,251-£1,550 £500 to £620 £86,127 to £106,713
£1,551-£2,050 £620 to £820 £106,781 to £141,136
£2,051-£2,550 £820 to £1,020 £141,205 to £175,559
£2,551-£3,050 £1,020 to £1,220 £175,628 to £209,983
More than £3,051 More than £1,220 More than £210,052
The 2004 Housing Needs Assessment Identified An Immediate Overall Shortfall of
330 Affordable Homes.
● The shortfall is monitored quarterly. In May 2005 it increased to 400
● The supply of affordable housing through the Planning process, and through capital subsidy,
demonstrated the successful impact of affordable housing policies, reducing the shortfall to 211
● Over the Local Plan period to 2011, the number of affordable homes produced through
planning policy has increased by an average of + 57 per year, and our Empty Homes Policy
aims to bring an average of 15 dwellings back into use as affordable homes
14

Key Priority - Affordable Housing to provide affordable and decent housing
Increasing the supply of affordable housing
Affordable Housing via the Planning System
The Council has produced guidance for developers and landowners encouraging them to consider
positive solutions for the provision of affordable housing. Commonly there are issues that impact on
viability and the landowners’ profitability. Planning Policy Guidance supports the refusal of
planning permission where there is ‘failure to provide affordable housing’. We aim to work with
developers to ensure that planning objectives reflect the development potential of sites and that the
affordable housing meets identified needs and is truly affordable. Over the (draft) Local Plan
period to 2011, an annual average of 170 affordable homes are forecast to come forward through
the planning system. 134 of these are likely to require a degree of public subsidy.
Affordable Rented Accommodation
There is a significant need for affordable rented accommodation. It is unlikely that all the
households who could potentially access low cost home ownership would desire this tenure or could
sustain home ownership in the long term, and there are a significant proportion of households who
are unable to afford any type of home ownership. We aim to assist them by developing as many
affordable units as possible, with the larger schemes providing a mix of tenures to meet a wide
range of needs and create balanced communities.
Homebuy
The Homebuy Scheme provides an interest-free loan of 25% of the cost of a property for first-time
buyers, and had proved popular in the District in recent years. The Council is exploring ways of
increasing availability. Homebuy is currently the Government’s favoured mechanism for helping
Keyworkers to ecure a home.
Shared Ownership
Sometimes called ‘part rent part buy’, Shared Ownership offers first time buyers the opportunity to
purchase an ‘equity share’ (usually 50%) in a property, usually built by a Registered Social
Landlord (RSL). A sub-market rent is payable on the 50% which is owned by the RSL, but
overall costs usually means that it is cheaper than buying outright. It is possible for a shared owner
to increase their share of the property to 75%, and in many cases it is possible to acquire 100% of
the property.
The results of our Housing Needs Survey can be found on
www.stroud.gov.uk
15
In January 2005 the Council published
the outcome of its 2004 Gloucestershire
Housing Needs Survey, which identified a
shortfall in the availability of affordable
housing. The data was further analysed
and the needs within nine Parish groups
was published in May 2005. The housing
need and affordability data is monitored
every quarter, against the changing levels
of supply.
Council Tax Revenue
The ownership of second and holiday homes
int he district impacts on housing
availability for others. New legislation has
allowed the Council to charge up to 90%
Council Tax on second homes. We are using
this increased revenue to support the
provision of Affordable Housing by bringing
more empty properties back into use.

Key Priority - Affordable Housing to provide affordable and decent housing
Improving access, supply and affordability
Developing new Affordable
Housing Initiatives
Using a combination of planning policies
and increases incapital funding both from
the Council and the Housing Corporation,
there are plans to further reduce the
shortfall in the supply of affordable housing
by increasing opportunities for Shared
Ownership housing and expanding on the
Homebuy scheme.
A ‘Legacy Fund’ is proposed which
will assist households into home ownership,
both now and in the future.
Primarily using the Homebuy and Shared
Ownership mechanisms to help people into
home ownership, the Legacy Fund is
deisgned to grow.
When initial Homebuy and Shared
Ownership purchasers decide to sell and
move-on, they will keep their share of any
increase in value.
Other initiatives being developed
include Mutual Home Ownership, Land
Trust housing, Rural Homes for local people
and Employer-linked Keyworker housing.
An explanation and more detail about
these initiatives is available on the Councils
website www.stroud.gov.uk by typing
Affordable Housing into the search box.
The Council’s detailed workplan and actions to increase the supply of
Affordable Housing can be found in the Action Plan
16
Improve Affordability
Methods:
Increase Improve
Supply Access
Promoting Exception site policy Establish Homebuy Shared Equity Fund*
Allocating land for Affordable Housing* Design for Manufacture Competition
(reducing supply costs by producing
Cashes Green Hospital site units for sale at under £60,000)
Windfall redevelopment opportunities Develop increased opportunities for
to increase densities Shared Ownership and Homebuy*
* up to £3m additional Council funding Review planning and affordable housing
from April 2006 thresholds and percenteages
Household circumstances Housing Legacy Fund Initiative
Cannot afford £100k Shared Ownership
Can afford £100k Homebuy
Can afford £135k Owner
Occupation
50% shared equity, option for occupier
to upgrade to 75%, sharing any increase
in property value and (in most cases) to
‘staircase’ up to 100% ownership
Occupier funds 75% of purchase.
Legacy Fund purchases remainder.
Occupier has the option of purchasing
remaining share at any stage.

Key Priority - Affordable Housing to provide affordable and decent housing
Implementing our policies - Affordable and Decent Housing
Objectives
Council Intervention Delivering more
Affordable Homes
Council Targets
● Achieve 30% Affordable Homes on new sites
over threshold - producing 770 new affordable
homes 2005-11
● Increase Homebuy opportunities by at least 30pa
in2006/7 and 2007/8
Initiatives
● GHMP and GRHP
● Fact sheets on affordable homes to all PCs and
TCs
● MMC Pilot
● Social Homebuy alternative
● PC/TC workshops in 3 parish groupings of
highest demand
● Consider Keyworker Housing Projects from
2006 andfprovide opportunities for employer
participation
● Review SDC small sites
● Review Planning and Affordable Housing
policies in 2006
● Target £350k pa + commuted sums plus HC
funding at 75% social rent
● Target Housing Legacy Fund at 75% +
Homebuy/LCHO
● Countywide Housing Needs Survey
● Rent in Advance/Deposit Bond Scheme
● Homelessness Prevention Strategy
Supply
190 additional afforable homes pa
(average pa future forecast to 2011)
Investment as % of Need
15.5% (SDC) 22.8% (Housing Corporation)
SDC 3 year Capital Investment (2005/8
£4.9m + £7.2m Housing Corporation (projected)
Investment Need
£31.6m
Needs @ April 2005
Gross Shortfall (2005) = 400 affordable homes pa.
Net future Shortfall = 210 homes pa. Tenure
requirements - 50% Rent,
15% Shared Ownership, 35% LCHO/Homebuy
More Council HOmes meeting the Decent Homes
Standard
● Achieve DHS on SDC stock by 2010
● Complete Housing Options Appraisal
● Planned Responsive Maintenance ratio of 70:30,
compared with Government research of 60:40
● Survey 100% of SDC homes by 2008
● Reduce number of non-decent homes to:
650 by March 2006
470 by March 2007
310 by March 2008
130 by March 2009
NIL by March 2010
● Pilot partnering contracts in 2006/7
● Local Options Appraisals
● In-house Asset Mangement/Stock Survey Team
● Developing HRA Asset Management Plan
● Improved data collationandmaintenance systems
● Regular tenant satisfaction surveys on copletion
of work
130 more rented homes meeting the Decent Homes
Standard each year
90.0%
£13.5m
£15.0m
693 (13%) non-decent homes
103 Woolaway homes structural refurbishment
Abbreviations: GHMP - Gloucester Housing Market Partnership MMC - Modem Methods of Constructio
GRMTP - Gloucestershire Rural Housing Partnership PCs - Parish Councils
TCs Town Councils LCHO - Low Cost Housing Ownership
DHS - Decent Homes Standard DFGs - Disabled Facilities Grants
More Private Sector Homes meeting the Decent
Homes Standard
● 58% of homes to meet DHS by 2010
● Tackle empty homes - bringing 40 pa back
into use
● Home Improvement Grants
● Patch and Mend Grants
● Wise HOmes Grants
● Regeneration Grants
● Private Rented Sector Grants
● Disabled Facilities Grants
● Smart Rent Scheme
● Fit to Rent Scheme
● Proposed Loan/Equity Release for Home
Improvement (Wessex Investment Trust)
● Care and Repair
250 dwellings improved/adapted pa
40 empty homes tackled pa
350 energy efficiency grants pa
12.1%
£3.3m
£27.3m
2,000 vulnerable households in non-decent homes
©65 applications pa for DFGs
790 dwellings empty for 6 months +

Key Priority - Affordable Housing to provide affordable and decent housing
Increasing the supply of Affordable Housing in the Private Sector
A new power introduced in 2002 enabled
Councils to offer the type of assistance that is
most appropriate tothe needs of their district.
In response, the Council offers a wide range of
grant assistance to help people maintain their
homes in a comfortable and safe condition.
Grants available include . . .
● Assistance for Disabled People
● Patch and Mend grants for small urgent
house repairs
● Home Improvement Grants to bring
properties up to the Decent Home Standard
● Regeneration Grants to bring empty
dwellings back into use
● Private Rented Sector Grants to help bring
rented homes up to a good standard
● Houses in Multiple Occupation Grants
● Energy Efficiency Grants
Our Private Sector
Renewal Policy
is available from
www.stroud.gov.uk
The shortfall in housing stock nationally means that the renovation and improvement of existing
privately owned stock continues to be important.
Empty Homes
£17,700 has been obtained from Gloucestershire County Council through the income from
increased Council Tax on second homes in 2004.
This money is being used to:
* produce leaflets
* run an Empty Homes publicity campaign
* set up a Private Sector Leasing Scheme with Gloucestershire Housing Association.
It is hoped that we will initially be able to support the leasing of up to 10 dwellings with the money
available.
Smart Rent
We have launched our ‘Smart Rent’ leasing scheme in association with Gloucestershire Housing
Association (GHA). GHA lease properties from private landlords. In return, landlords will
receive a guaranteed rental income. The properties will be managed by GHA and will be offered
to people on the Housing Register.
Working with Landlords
We produce newsletters and run the landlord and letting agent’s forums that were instrumental in
consulting with the private sector on the formation of:
● Future private sector grant policy,
● The creation of the Rent in Advance scheme
● Deposit Bond, and
● Fit to Rent scheme
Deposit Bond / Rent in Advance
Where a property meets the ‘Fit to Rent’ Standard and the prospective tenant is in receipt of
Housing Benefit, the Council will provide a non-cash guarantee in place of the normal cash deposit
in order to help those on low incomes to access good quality accommodation in the private rented
sector. The Council also offers a rent in advance scheme through which it advances the rent to a
landlord and then the tenant repays this over 12 months through their Housing Benefit payments.
Compulsory Purchase Orders
The Planning and Compulsory Purchase Bill (2002) introduced procedures and compensation
arrangements designed to be quicker, fairer and simpler - particularly to assemble land more quickly
for regeneration, major new infrastructure projects and other schemes aimed towards implementing
the Sustainable Communities initiative. We will be considering whether there are any benefits
arising from this that can be used to provide more Affordable Housing.
18

Key Priority - Affordable Housing to provide affordable and decent housing
Improving the condition of Private Sector Housing
Private Sector Housing
Within the district there is a significant population of older people, most of whom are home owners
and own their property outright. However, some can live in poor condition housing because whilst
they are ‘asset’ rich they are income poor, and cannot afford to maintain their properties. In this
area where house values are high, equity could potentially be ‘unlocked’, providing the cash for
people to repair their homes. At present there are few financial products available to do this; as a
result, the Council has had discussions with a local Mutual Building Society to develop a suitable
‘equity release’ product and are keeping abreast of the opportunities which may become available
for a loan scheme through the Wessex Re-Investment Trust.
Houses in Multiple Occupation (HMOs)
We have approximately 328 HMOs, they are inspected annually and we have had a rolling
programme of works to improve them since 1992. They have the potential to provide much-needed
housing, especially for young and single people.
Fit to Rent
Private Landlords are encouraged to apply for ‘Fit to Rent’ accreditation. To achieve this, their
properties are of a high standard and Landlords demonstrate that they have reasonable
arrangements in place for the management of their property
Care & Repair
Care and Repair give advice to homeowners, private tenants and disabled persons living in the
District about repair, improvements or adaptations to their homes. Advice can be given on all types
of repair and improvements and ensure that they are carried out to good standards of workmanship
with the minimum of disruption. They can also help with information about accessing financial aid
to help meet the cost of works.
Housing Renewal Policy
The House Condition Survey showed that £37.58 million is required to deal with unfitness and
urgent disrepair in the private sector stock across the District. As insufficient resources are available
to meet all the needs of the District, it is therefore essential that the Council works in partnership
with all other sectors to try and meet the needs identified, and prioritise resources towards those in
greatest need. Grant aid is therefore targeted towards the most vulnerable groups, either directly or
by assisting with the provision of private sector accommodation suitable for them. The most
vulnerable groups are considered to be those . . .
● with a physical or mental impairment
● who are over 60 and on an income related benefit
● who are on income related benefit with children less than five years old
● ßwho are on low incomes
The types of financial
assistance available are
set out in detail in a series
of fact sheets available from
www.stroud.gov.uk
19
A comprehensive survey of the conditoin of
the private housing stock was conducted in
2001 . . .
● 1725 (4.2%) of private sector
dwellings were estimated to
be unfit
● 6% of properties were found
not to be unfit but are
seriously defective, ie - 1 in
10 dwellings is in an
unsatisfactory condition
● each property would cost
£10,396 to bring up to
standard, a total cost of £38
million
The highest level of unfitness is within the
private rented sector, being twice that of
homes inowner-occupation.
As part of the 2004 Housing Needs Survey,
respondents were also asked about the
condition of their current homes. The survey
found that . . .
● 34% live in properties built
before 1945
● 47% live in properties built
between 1946 and 1984
● 19% live in properties built
inthe last 20 years
We are planning to update our House
Condition Survey with a new survey to be
carried out in 2006.
See our Action Plan for
improving the condition of
houses in the private sector

Key Priority - Affordable Housing to provide affordable and decent housing
Increasing the supply of Rural Housing
Gloucestershire Rural
Community Council (GRCC)
is a registered charity and has been working in
rural Gloucestershire since 1923. They are
members of ACRE, the national body of Rural
Community Councils. They offer advice or
information on housing, transport,
environmenbt, play facilities for children or
youth and guidance on planning, change and
development within rural parishes.
Our Affordable Housing checklist
for Town and Parish Councils
can be found at
www.stroud.gov.uk
Council Housing condition
A Decent Home is one that
meets four criteria that test the
structural condition, age and
condition of building elements,
the facilities provided in the
home and the ability to provide
thermal comfort.
Nationally there is great concern that local people can no longer afford homes in villages because of
low rural wages and high house prices.
The lack of affordable housing in a rural community can often lead to people having to leave their
village, this is particularly common with younger residents wanting to leave the parental home and
older residents who are looking for smaller more manageable property
Gloucestershire Rural Housing Partnership (GRHP)
The aim of this partnership is to provide small schemes of affordable housing for local people in
rural areas where a need has been identified. The Partnership employs a Rural Housing Enabler.
The Rural Housing Enabler works from the Rural Community Council offices and acts as a
link between local and parish councils, landowners and developers, and feeds information and
opinions gathered from the local community back to the District Council and local housing
providers.
A need is identified through parish wide Housing Needs Survey, conducted by the Rural Housing
Enabler and Parish Council. A Survey helps to quantify levels of need and details the type of
property required.
The Council’s Stock
In July 2000, the Government established a target to ‘ensure that all social housing meets set
standards of decency by 2010, reducing the number of social housing that does not meet these
standards by a third between 2001 and 2003.
Decent Homes Standard Criteria:
Criterion A Is above the current statutory minimum standard for Housing
Criterion B Is in a reasonable state of repair
Key elements which factor in this criterion:
● Walls
● Roof Structure and covering
● Windows and doors
● Chimneys
● Gas Central Heating boilers/gas fires
● Electrics
Criterion C Has reasonably modern facilities and services
● A kitchen which is 20 years old or less
● A kitchen which has adequate space and layout
● A bathroom which is 30 years old or less
● Adequate noise insulation from neighbourhood noise
Criterion D Provides a reasonable degree of thermal comfort
● A dwelling which has efficient heating and effective insulation
● Gas or Oil fired programmable heating with 50mm lost insulation
or cavity wall insulation
● Electric or LPG programmable Heating with 200mm loft insulation
and cavity wall insulation
20

Key Priority - Affordable Housing to provide affordable and decent housing
Council Housing condition continued . . .
Council Housing Condition Survey
An independent survey of Council housing was undertaken in January 2003 by FPD Savills
Limited to evaluate the current and future repairs and maintenance needs.
Current Condition
The survey found that the stock had been well maintained on a day-to-day basis with limited
outstanding repairs. Due to the age of the properties, a significant number of the major
components have reached or are reaching the end of their useful life and will require replacement
during the course of the next 10 to 15 years.
The total forecast expenditures to improve and maintain the stock over the next 30 years equates to
£226,022.00, about £41,000 per property.
No property failed the minimum Fitness Standard, but 1525 dwellings (28% of properties) fail the
Decent Homes Standard. By 30th September 2004 the Council had reduced the number failing
the Standard to exactly 1000 (18.8%).
Meeting the Decent Homes Standard in the Future
Nationally, there is a target for Councils to have reduced the number of non-decent homes in their
ownership by one third. Stroud has exceeded this target by focusing resources on properties needing
the lowest level of work to bring them back to standard. As a result, Stroud is in the upper quartile
of Councils for progress in addressing non-decency.
The main focus of works to meet the Decent Homes Standard are: window replacement/ double
glazing; re-roofing, re-wiring, central heating replacement; kitchen improvements, bathroom
improvements and external door replacement
Investment Requirement
The stock requires a total investment of £58.7 million over the six-year period to 2010 to meet all
capital and revenue work of all types. This includes responsive maintenance and voids, as well as
£4.15m, which needs to be spent on the Precast Reinforced Concrete (PRC) properties. Stroud
has resources of £41.7m available.
Reducing the programme and looking at other options for the PRC properties can just meet the
minimum Decent Homes Standard within the £41.7m budget. Spending on communal areas,
garages, car parking and other communal facilities will need to be cut to reduce the budget shortfall.
Tenant Consultation
In February 2004 the Council’s Tenants Forum and Housing Forum acknowledged that future
planned improvements would need to be targeted as much as possible towards work that contributes
towards meeting the Decent Homes Standard.
Future Options
Housing Minister Keith Hill visited the Council in October 2004, emphasising the Government’s
commitment to bringing rented homes up to the Decent Homes Standard and urging the Council
and its tenants to fully consider all options open to them under the Decent Homes programme. The
Council and its tenants are required by the Government to return to this issue and reach a view by
July 2005 on the best way of providing the landlord service.
21
The Decent Homes Standard
takes the Fitness Standard as its starting point.
The Fitness Standard sets out the
current statutory minimum standard
a property must meet to be deemed habitable .
. .
● be free from serious disrepair
● be structurally stable
● be free from dampness prejudicial
to the health of the occupants
● have adequate provision for lighting,
heating and ventilation
● have an adequate piped supply of
wholesome water
● have an effective system for the drainage of
foul, waste and
surface water
● have a suitably located WC for exclusive
use of the occupants
● have a bath or shower and
wash-hand basin, with hot and
cold water,
● have satisfactory facilities for the
preparation and cooking of food including a
sink with hot and
cold water
Whilst Stroud has a history of proactively
delivering tenant led improvements, the
challenge offered by Decent Homes objectives
require a shange in priorities.
The Council aims to . . .
● clear the investment backlog
● improve housing standards
● provide attractive housing
● contribute to regeneration
● ensure meaningful consultation
● enhance tenant involvement ingovernance
● deliver high quality, accessible services
● ensure the landlord service is provided in
the best possible way

Key Priority - Affordable Housing to provide affordable and decent housing
Council Housing options
More information on our
Options appraisal Process can
be obtained from our
Tenant Services Manager
An options appraisal of the future housing service and an extensive consultation programme took
place between November 2001 and November 2003. A secret ballot in December 2003 resulted
in tenants voting ‘no’ to the proposed transfer to a newly formed housing association. Despite this
decision, Government required us to go through a second options appraisal, which began in
July 2004.
Work with tenants, consultants and independent advisors, culminated in five different options for
the future housing service:
● Stock Retention
● Arms Length Management Organisation
● Private Finance Initiative
● Large Scale Voluntary Transfer, and
● Explore transfer to a tenant led community gateway organisation
Equality and Diversity - Access to our housing services
Ethnicity
The District has the third highest populationof
white ethnicity in Gloucestershire and also the
third lowest proportion of people (1.3%) who
are in Black and Minority Ethnic (BME)
groups. The largest ethnic group ismixed,
which includes White and Black Caribbean,
White and Black African, White and Asian and
‘Other Mixed’ - the smallest ethnic group is
Black and Black British.
Source: 2001 Census © Crown
Copyright
In a rural district such as Stroud, there is a
need to ensure that individuals and small
groups are not vulnerable to discrimination due
to their isolation and that service providers do
not overlook the needs of individuals.
In July 2005 Cabinet recommended ‘stock retention should be the option for the future delivery
of the Council’s housing service’. Council will make the final decision at its meeting on
22 September 2005.
We aim to ensure that no one is unfairly discriminated against on grounds of age, disability,
ethnicity, race, colour, national origin, gender, religion, belief or sexual orientation. We will work
with our partners in the private, public and community sectors to achieve our equality objectives
In 2002 we launched our Equalities Scheme. The Council’s approach is comprehensive and
therefore the mandatory Race Equality Scheme has been widened to include other equality areas
such as disability, gender, age, religion and sexual orientation.
Our Equalities Scheme should ensure equality influences the way we provide services and the way
we employ and develop staff. The Scheme also fulfils the statutory obligations placed on us by the
Race Relations (Amendments) Act 2000.
GLOSREC - the Race Equality Council for Gloucestershire, has provided Equalities Awareness
training for both staff and tenants
22

Key Priority - Affordable Housing to provide affordable and decent housing
Equality and Diversity - Access to our housing services continued . . .
● All of our funtions and policies have been assessed for their impact on race equality, sex
and disability
● Our Equalities Scheme, which covers race, gender and disability was adopted 2002 and is
reviewed annually
● We meet the Commission for Racial Equality’s Code of Practice in Rented Housing
● All housing staff have undertaken Black & Minority Ethnic (BME) Awareness training and
the use of Language Line translation service
● Diversity Training completed November 2003
● We support and work with the Cotswold & Stroud Racist Incidents Group
Gypsies and Travelers
An amendment to the Housing Bill (No. 215) requires local housing authorities to take a strategic
approach to assessing and meeting the accommodation needs of Gypsies and Travelers by including
these groups and communities in their assessments of housing need.
The amendment also requires local authorities to take the needs of Gypsies and Travelers into
account when exercising their other functions including planning, education and social care, with
assessed needs feeding into regional spatial strategies and local development documents.
Through the Gloucestershire Housing Strategy Group, proposals will be developed to consult with
identified Gypsy and Traveller communities, their Advisers and representative groups, to assess
their housing, education and social care needs.
In preparation, the Local Authorities within Gloucestershire have begun to identify sites around the
County that are known to be used by the Gypsy and Traveller communities, and are working
towards the adoption of a Countywide protocol for addressing issues arising from
sites/encampments.
The local authorities plan to publish an addendum to this 2004 Housing Needs Assessment
detailing the identified needs of the Gypsy and Traveler communities, together with a strategy and
action plan for implementation.
Our Equalities Scheme canbe found on www.stroud.gov.uk
Our ActionPoints for Equality and Diversity can be found on page xx
Supporting People and Supported Housing
Supply of supported housing in Stroud District as at July 2002, as
identified by the Countywide Supporting People Strategy
The Supporting People Programme aims to improve the quality oflife for vulnerable people.
upporting People does not provide funding for personal care, only for providing support
inmaintaining a tenancy or managing a home.
Support can be delivered in supported housing or through ‘floating support’ whereby providers
travel to deliver support.
Service providers come from within the public, private and voluntary sectors.
23
The Council works with neighbouring local
authorities to provide affordable housing
on cross-boundary Local Plan sites
between Stroud, Tewkesbury and the
City of Gloucester. Through our membership
of the Gloucester Housing Market
Partnership (GHMP) the housing and
support needs of the significant urban BME
communities are being identified through
research and consultation with ethnic
groups and opportunities for inclusion are
being maximized.

Supporting People and Supported Housing continued . . .
The Supporting People Grant Award for
Gloucestershire in 2004/5 is £27.78 million,
equating to a 5.3% reduction in funding on
the previous year. This reduction, coupled with
a carry-forward overspend from 2003/4 and
other issues, means that there are required
savings for the coming year of over £3.5m.
The Supporting People Strategy can be
found at www.gloucestershire.gov.uk
The New Supporting People Strategy looks to make savings by ensuring that support is only
supplied to people who have support needs and braking thel ink between accommodation and
support. As a result, we are developing arrangements to provide . . .
● Move-on arrangements and availability of accommodation for people leaving supported
accommodation
● Change the Scheme Manager’s duties inolder people’s Sheltered Accommodation so that
only those people who need support receive that support, and
● Extending the support by the Scheme Manager to peopld in the wider community
Older People
As the principal service user group funded by Supporting People, older people have the largest
number of support units provided. The Council is exploring a Community Hub pilot project to
extend the services of sheltered housing scheme managers out into the wider community.
Mental Health
The National Services Framework for Mental Health promotes independent living and community
based support services rather than institutional care. In the district, Rethink provides supported
housing for people with mental health problems.
Learning Disabilities
It is estimated that the number of people with Learning Disabilities in the County will grow by 40-
60 per year during the period from 2001/06. In addition, it is known that about half of the
population living at home are supported by parents who are over 65, and who may soon need to
move away from home or require additional support services.
Women at risk of Domestic Violence
Dealing with incidents of Domestic Violence involves a number of agencies working closely together
- Social Services, housing, Police, health and probation - with people moving around or out of the
County. There are two refuges in the district, along with a resettlement floating support service for
women who have experienced domestic violence.
Ex-offenders
Supporting People is seen as a key driver in enabling the Probation and Prison services to meet
their objectives of providing appropriate accommodation and support services for offenders, to
provide them with a stable platform to help them re-integrate into the community, reducing crime
and protecting the public.
Drugs/Alcohol
Research recognises that users are more likely to complete treatment programmes (both abstinence
and methadone) if they have stable accommodation and a wider support package to help them
sustain that accommodation. The Nelson House Recovery Trust provides supported housing and
day services for this client group in the District.
Teenage Pregnancy
Current Government policy states that single young parents aged under 18 should not be housed
without support. We can arrange support for young parents from countywide floating support
schemes to give advice, emotional and practical support and refer to other agencies as appropriate.
Alternatively, young mothers can be referred to Magnolia Housing in Cheltenham, run by
Stonham Housing Association to support young mothers until they are able to sustain an
independent tenancy.
24

Key Priority - Affordable Housing to provide affordable and decent housing
Tackling Homelessness
Homelessness is a problem in most areas. In the Stroud District levels of reported homelessness
had nearly quadrupled in the time period from March 2000 to March 2004. In 2004-05, 235
applications were received and the Council accepted a duty to arrange housing for 155 of these.
.
250
200
150
100
50
0
Stroud District Council undertook a review of Homelessness in Spring 2003, consulting with
individuals and organisations from the public, voluntary and private sectors. The issues raised by
the consultees reflect the optional targets set by Government to:
● Reduce the levels of repeat homelessness
● Reduce the use of temporary accommodation
● Reduce the main causes of homelessness
Homelessness Applications
Year 1998 1999 2000 2001 2002 2003 2004
The Homelessness Strategy and Review were updated in late 2004 by the Annual Monitoring
report, which reviews progress and sets new targets for future actions.
In 2004-5 successes include having completed presentations to over 500 young people in schools
about homelessness, produced youth-friendly literature with sources of help and advice, set up
mediation schemes, and enabled 16 potentially homeless households to access privately rented
homes by offering incentives to landlords.
Funds from the ODPM Homelessness Prevention Fund are being used to
employ a Homelessness Outreach worker, co-ordinating initiatives to:
● Prevent homelessness by providing mediation for young people and their parents where disputes
have arisen
● Prevent homelessness by providing mediation for couples where relationships are breaking down
● Prevent eviction from private sector tenancies by whatever means appropriate, for example to
provide carpets in a home where there have been complaints of noise nuisance, to clear rubbish
from the home or garden, or to pay off a proportion of rent arrears when they have arisen
through no fault of the tenants own
● Provide new, more stable tenancies in the private sector by offering landlords a financial
incentive to offer one-year initial tenancies instead of the usual six months
● Prevent homelessness by establishing a programme of presentations to local schools to show
young people the realities of becoming homeless
● Improve access for young people to housing advice services by producing youth-friendly
literature in partnership with a local school. Over 1000 have been distributed to secondary
schools and other relevant organisations in the District
● Improve range of temporary accommodation by considering alternatives to Bed and Breakfast
● Improve access to healthcare for homeless people and families by strengthening links with the
Primary Care Trust
Our Homelessness Review and Strategy can be found on www.stroud.gov.uk
25
Applications
Acceptance
Local authorities have a duty to assist
homeless households if they are . . .
● Eligible under immigration rules
● Homeless, or threatened with homelessness
● In priority need (ie - a household which
includes a child or vulnerable person)
● Not intentionally homeless
● Local to the area by virtue of residence,
employment or family connections
Stroud’s allocation policy is designed to
prioritise the prevention of homelessness.
Because of this an estimated 50% of
tenancies in 2002-3 were awarded to those
threatened with homelssness.
Stroud meets targets set by ODPM that
no family should stay in B&B for more
than six weeks and then only in an
emergency.
In 2004/5 the average stay for a family in
B&B was reduced from the previous four
weeks to two weeks. This achieves top
national targets for local authority
performance. The total number of
households having to spend any time in
B&B was also reduced from 43 to 19.
This is animprovement of over 50%,
Talks are currently taking place with Stroud
College regarding the inclusion of the youth
homelessness presentation as part of the
induction programme for 16 and 17 year
old students.
A new Homelessness Strategy
will be developed in 2006

Our Corporate Vision
‘To make Stroud District a better a better place place to live, to live, work work and visit and for visit everyone’ for everyone’
Performance Management
Framework
REGENERATION
To promote the
economic vitality of
towns & villages
Regeneration
Strategy
Cultural Strategy
Planning
CORPORATE
GOVERNANCE
�� Statement of Internal Control
�� Local Code of Corporate
Governance
�� Best Value Performance Plan
�� Corporate Risk Register
�� Procurement Strategy
�� Risk Management Strategy
ENVIRONMENT
To create a better local
environment
Green Spaces
Strategy
HECA Strategy
Glos. Municipal
Waste Strategy
VISION
Corporate Aims
Corporate Delivery Plan
AFFORDABLE
HOUSING
To provide affordable
and decent housing
Housing Strategy
Private Sector
Housing Renewal
Strategy
Affordable Housing
Action Plan
26
COMMUNITY
SAFETY
To create safer and
stronger communities
Stroud Area Crime &
Disorder Reduction
Strategy
COMMUNITY
STRATEGY
HEALTHY LIVING
To promote health and
well-being
Health And Wellbeing
Action Plan
Older/Young People
Strategy
CITIZEN FIRST & EXCELLENCE
Be an excellent Council by being a strong community leader able to work in partnership, putting the Citizen First,
investing in our people and improving the efficiency and effectiveness of our services, processes and technology
CITIZEN FIRST
�� Citizen First Strategy
�� IEG 4
�� Corporate Marketing Plan
FINANCIAL STRATEGY
�� Capital Strategy
�� Medium Term Financial Plan
�� Treasury Management
Strategy
�� HRA Business Plan
�� Asset Management Plan
�� Project Management
�� Audit Plan
SERVICE PLANS
ORGANISATIONAL
DEVELOPMENT
�� HR Strategy
�� Equalities Scheme
�� Member Development
Plan
All of the above policy documents are available from www.stroud.gov.uk
Local Strategic
Partnership
LLooccaal ll PPl llaann
CPA IMPROVEMENT
PLAN
�� Planning Improvement
Plan
�� Rent Collection
Improvement Plan
�� Revenues and Benefits
Improvement Plan

Corporate Aims
1 To prevent and reduce crime and disorder - Reducing Crime
Crime and Disorder Partnership
The Stroud Area Crime and Disorder
Partnership provides a co-ordinated response to
tackling crime and disorder, involving
membership from the County Council and
Gloucestershire Constabulary, and other
agencies - both statutory and voluntary - linking
to the Community Safety Panel and Stroud
Crime Disorder Strategic Group. There are
geographically based groups in Stroud,
Stonehouse and Dursley, and also groups
covering Racial and Hate Crime Issues,
Substance Abuse, Anti-Social Behaviour,
CCTV, and Safer Estates issues.
Beacon Council
In recognition of Partnerships work with the
County Council, Fire Service and the Police,
we were awarded Beacon Council Status for
Crime Reduction in Rural Areas.
Safer Estates
The Safer Estates Initiative aims to tackle
crime and anti-social behaviour on the
Council’s own estates by working closely with
the Police, RSLs and other agencies. It
contributes towards to aims of the Crime and
Disorder Partnership.
The links between Housing and Health are
well established. Where individuals live is
strongly associated with their health, although it
can be difficult to isolate specific factors as
housing is linked with income, employment and
other social circumstances
Fuel Poverty and Affordable Warmth
Fuel poverty can cause ill health; cold causes
cardiovascular and respiratory problems, while
dampness can lead to mould, causing asthma
and other problems. Each winter in the UK,
there are up to 50,000 excess deaths compared
to the rest of the year. Cold, damp housing
causes the majority of these, and this is
estimated to cost the NHS £1 billion per
annum.
Current Performance:
● 18 Notices Seeking Possession have been
served on Council tenants and two tenants
have been evicted as a consequence of their
behaviour.
● First Safer Estates ‘Anti-Social Behaviour
Orders’ achieved
● Six Neighbourhood Wardens have now
been introduced into Cam, Dursley,
Berkeley/Sharpness, Stonehouse,
Hardwicke and Wotton under Edge
● An Anti Social Behaviour Coordinator is
now in post on a 2 year contract
● Developed further procedures to respond
robustly to racial incidents - launched
Cotswold and Stroud Racial incidents
group who now meet on a regular basis
● As part of a security-rolling programme,
16 of the 29 sheltered housing schemes in
the district now benefit from Close Circuit
Television (CCTV)
For more information on our Key Priorities
for Crime and Disorder, see
www.stroud.gov.uk
Homelessness
Homelessness is known to be a health risk
factor, not just from stress and the physical
effects of rough sleeping, but also difficulties
in accessing health care for vulnerable
individuals and families staying in temporary
accommodation. As a result, our Homelessness
Outreach Worker is seeking to improve links
with the Primary Care Trust, and Health
Visitors in particular.
More information on our work toprevent
homelessness can be foundin our Homelessness
Strategy and Homelessness Review, both
available from www.stroud.gov.uk
27
The District Crime Audit Survey demonstrated
that local people’s priorities for tackling crime
were . . .
● Disorder and anti-social behaviour
● Acquisitive crime
● Violent crime
● Fear of crime
● Young people, both as victims and
perpetrators of crime
● Drugs and alcohol
● Racial incidents
2 To maintain and improve the Community’s health - Housing and Health
For more information on our work to prevent homelessness can be found in our
Homelessness Strategy and Homelessness Review, both available from
www.stroud.gov.uk
Links between housing and health include . . .
● Fuel Poverty and Affordable Warmth
● Accidents in the home
● Homelessness

3 To create and expand recreational and cultural opportunities - Green Spaces
Opportunities for Play
Equipped play areas provide for a range
of activities but less formal areas stimulate
more imaginative play activities and being
able to run, climb, hide, etc, are just as
important in developmental terms.
4 Helping those in particular need - People with Physical Disabilities
Physical Disabilities Local
Implementation Team
The Council represents housing in
Gloucestershire on the Team. A strategy is
being planned to ensure joined-up services
between health, housing and social
services are provided to people with
physical disabilities.
Help available to older people . . .
● Sheltered Housing
● Benefits and Travel tokens
● Energy Efficiency grants
● Improvement grants
● House repairs
● Crime prevention
● Careline alarms
● Specialist health care
● Day care
● Dial-a-ride
● Gardening assistance
Five Strategic Themes . . .
1 Increase involvement of Older People
in Active Community Life
2 Promote Active Engagement in
Developing Services
3 Promote Positive Views of Ageing
4 Signpost Older People to Local Health
and Well-being Services
5 Improve Access and Information
The Council’s Green Spaces Strategy 2004 - 7 highlights the importance of playspace provision
within the District. Supplementary Planning Guidance seeks the incorporation of playspace within
new residential developments, and both formal and informal spaces have been successfully included
within a range of affordable housing schemes. The Council aims to carry out an assessment of
Open Space within the District and use this information to further inform both the Local Plan and
the Supplementary Planning Guidance.
The Council’s housing stock includes over
1,000 bungalows that are retained for use by
older or disabled people.
An Occupational Therapy (OT) Team from
Social Services is based at the Council Offices.
The OTs assess tenants with special needs and
arrange for adaptations to be carried out where
necessary, or can offer help with finding a more
Helping those in particular need - Older People
Stroud District Council was awarded the
coveted Beacon status for a second time - for
Services for Older People. Stroud and
Cotswold District Councils worked with
Gloucestershire Social Services, Cotswolds and
Vale Primary Care Trust, and the voluntary
sector, including Care and Repair.
The Councils part fund and work very closely
with Care and Repair (Stroud) Ltd and
Anchor ‘Staying Put’; both independent local
home improvement agencies.
Sheltered Housing - The District has
29 Sheltered Housing schemes providing
796 units of accommodation. The popular
schemes are often a hub of estate community,
drawing in activity from outside with social
events, Meals on Wheels, Lunch Clubs, Bingo,
ACET training, parties, chiropody etc. All
schemes have a Resident Scheme Manager
(RSM) and there are 3 visiting (Mobile)
RSMs. RSMs check residents every day, act
as liaison point with other agencies, encourage
social activity and provide caretaking/cleaning.
Schemes have communal lounges and
hairdressing/laundry facilities.
28
suitable property to move to if needed.
The Special Needs Allocations Group (SNA)
comprises OTs and Rehousing Officers who
review how the special needs of housing
applicants and tenants can best be met.
Adaptations and vacancies within existing and
new social housing schemes are evaluated and
prioritised.
Quality of Life Strategy for Older
People in Gloucestershire - this is
being developed in partnership with West
Gloucestershire Primary Care Trust (PCT),
Cheltenham & Tewkesbury PCT, Cotswold &
Vale PCT, Gloucestershire County Council
Social Services, all local authorities, and
community and voluntary organisations.
Further consultation and engagement with older
citizens and their representatives will be
undertaken, and fed back to the County Older
People’s Modernisation Group.
An action plan will be produced by March
2006 that will support the final Quality of Life
Strategy for Older People.
More informaton Services for Older
People can be found on
www.stroud.gov.uk

Helping those in particular need - Young People
Housing Advice for Young People
Young people can often face particular problems in accessing suitable housing for a number of
reasons, and may need help and support in finding and maintaining their accommodation.
The six local authorities in Gloucestershire have comissioned a Countywide advice service for
young people which is provided by Shelter, who can give advice on housing options by phone or at
drop-in sessions around the County. In Stroud the drop-in sessions are held at the Connexions
office in the High Street.
Youth Housing Projects
There are an number of Youth Housing Projects in the District, including an assessment centre for
young homeless people, a foyer providing accommodation and employment opportunities and
supported move-on accommodation. In addition, floating support can be provided for those who are
moving into independent accommodation.
Teenage Pregnancy
Research on the housing and support needs of young parents in Gloucestershire was undertaken in
2003 as part of the Social Exclusion Unit’s wider Teenage Pregnancy programme. It identified
that, particularly for rural areas, independent housing close to established family networks, along
with floating support, could provide the most appropriate housing for young parents. In the
District, Bromford Housing Group provide floating support for families. As an alternative, young
mothers can be referred to Magnolia House, a supported housing unit run by Stonham Housing
Association in Cheltenham, if they wish and when they are ready to live in an independent tenancy
they are rehoused back in Stroud.
More information on Youth Housing can be found on www.stroud.gov.uk
Helping those in particular need - Housing Benefit
Housing Benefit
Housing Benefit has gone through a series of major reforms in the last two years. Last year we
changed our computer system to cope with the introduction of Pension Credits. All these changes
lead to the build up of a backlog and we are pleased that our recent efforts have significantly
reduced the amount of work outstanding. Government plans for the future include the introduction
of a Standard Housing Allowances and direct payment of Housing Benefit to the majority of
private tenants. The pilots for these projects have been immensely successful and have resulted in
increased Housing Benefit awards payable to claimants.
Housing and Council Tax Benefit application forms can now be downloaded from our website,
and benefit recipients can report a change in their circumstances online.
Deposit Bond / Rent in Advance
Where a prospective tenant is in receipt of Housing Benefit, and the property meets the ‘Fit to
Rent’ standard, the Council will provide a guarantee in place of the normal cash deposit. The
Council also offers a rent in advance scheme through which it advances rent to the landlord, which
the tenant then repays over 12 months.
You can find more information on Housing Benefit and Council Tax Benefit on our
website at www.stroud.gov.uk
29
Youth Housing Forum
The Council has established a Youth
Housing Forum to look at the issues
affecting young people. A number of
different organisations are
represented, including . . .
● Stroud District Council
● Gloucestershire Social Services
● The Probation Service
● Youth Offending Team
● The Bromford Housing Group
● The Painswick Inn Project
● Connexions
● Gloucestershire Reintegration
Service
● Teens in Crisis
Youth Housing Strategy
We will be considering developing a
separate Youth Housing Strategy and
will be seeking to get young people
involved in the process from the start.

5 To help protect and improve the environment - Saving Energy
Affordable warmth is the ability to heat your
home to an adequate level for household
comfort and health, without developing a debt
as a result.
Energy advice and improvements . . .
● Have saved Gloucestershire households an
estimated £462,000 a year in fuel bills
● Will prevent anestimated 137,294 tonnes
of carbon dioxide emissions into the
atmosphere over the lifetime of the
components
● Drawn-in funding of £382,000 from
Scottish Power
The strategy aims to: ‘breathe new life into
the physical, social and economic fabric of
the district’.
The document has eightmain objectives,
namely to . . .
1 Enhance the quality of life experienced
within the District.
2 Create market and smaller towns of
distinction
3 Support living rural communities
4 Improve accessibility and
transportationwithin the District
5 Promote enterprising communities
6 Maximise external funding opportunities
7 Support excellence in new development
and design
8 Exploit the organisational capacity and
strengths of the Council
Affordable Warmth
Action for Affordable Warmth was launched in
2001 and represents a partnership between
seven local Councils across Gloucestershire,
along with South Gloucestershire Primary
Care Trust and Primary Care Trusts in
Gloucestershire.
The Action for Affordable Warmth Strategy
encompasses the Warm and Well scheme,
which delivers heating, insulation and
ventilation improvements to vulnerable
households in the six districts of
Gloucestershire.
Since 2001, much has already been
achieved:
● 1,557 households in the Stroud District
have had 2,555 measures installed with 697
households benefiting from a Stroud
District Council grant
● Almost £500,000 spent on energy
efficiency measures in the District
● Over 50 new statutory and voluntary bodies
have been brought on board
● Our target for 2003-04 was to improve the
energy efficiency of 300 homes in the
private sector. We exceeded this target by
improving 353 homes
6 To help build Economic Prosperity - Regeneration
Regeneration Strategy
The new Regeneration and Culture Strategy
(2004-2007) was adopted by the Council in
April 2004. The overall Key Themes from
the Regeneration Strategy:
Social Inclusion and Economic Vitality:
Recognising the importance of affordable
housing options to the development of socially
inclusive and economically viable communities.
Vacant units: Regenerating empty units
(captured through an annual audit), which
though relatively small in number have a
disproportionately negative impact on the
appearance and long-term sustainability of
market and smaller towns. Increasing the stock
of accommodation for homeless households, by
taking Empty homes grants in turn for agreed
nomination rights
The Regeneration Strategy can be found at www.stroud.gov.uk
30
● Awareness sessions: 450 health and social
care professionals have attended training
and briefing sessions about affordable
warmth issues
Achieving Sustainability: Millennium
Housing Project
In 1998 the Council worked with Bromford
Housing Group to develop 8 new social
housing units in Whitminster. Energy efficient
measures were incorporated into the homes and
the results monitored. However, a report
produced in 2003 identified that unacceptably
long payback periods to recover costs mean that
these features cannot be replicated at this time
in all new social housing projects.
The Council will continue to encourage RSLs
to investigate the possibilities for further small
scale trials of energy-efficient systems on one or
more of their developments - the size of the trial
should be consistent with their budget for
energy efficiency measures and any
Government support programmes available.
New Build: Recognising the importance of
existing settlements for new housing of an
appropriate scale and mix, to support the longterm
vitality and viability of places.
Excellence in design: Working with
partners and colleagues to secure and create
housing schemes of the highest standard in
terms of design, use of materials and overall
layout.
Innovation and construction:
Recognising housing as a key sector in the
wider construction industry and need to
support innovation and best practice in
this area.

7 To improve continuously the Council’s performancy by - Providing Best Value Services
Best Value is a tool that helps us examine our services and ensure we are competitive, efficient and
effective. We have established a programme for reviewing every one of the Council’s services
between 2000 and 2005 and each year we publish a Best Value Performance Plan to report on
our recent achievements and set out our plans for future improvements. (See right for an overview
of service improvement actioned this year as a result of Best Value Reviews)
There are a number of Best Value Performance Indicators that help us to compare our services
with others, and to learn from the best-performing organisations, including:
Service reviewed Target Actual Actual 20 Target
2003/4 2003/4 2004/5 2005/6
Equalities
The level (if any) of the Equality Standard for Local Level 1 Level 1 Level 1 Level 2
Government to which the Authority conforms
Electronic Government and public access
The number of types of interactions that are 60% 63% 80% 100%
enabled for electronic delivery as a percentage of
the types of interactions that are legally
permissible for electronic delivery
Housing Management
Local authority rent collection and arrears; 97% 95.76% 95% 97%
Proportion of rent collected
Housing Needs
The number of private sector dwellings that are 40 20 35 40
returned into occupation or demolished during
2002/3 as a direct result of action by the
local authority
Homelessness
The average length of stay in 4 4 2 2
(a) bed and breakfast accommodation and
(b) hostel accommodation of households which
include dependant children or a pregnant
woman and which are unintentionally homess
and in priority need
Housing Benefits
Average time for processing notifications of 12 9.8 25 25
change of circumstances
More information about Best Value can be found at www.stroud.gov.uk
31
During 2004-05 a full review of
the nine key service areas in
Housing which will lead to a five
year Improvement Plan being
completed by October 2005.
Below are some examples of service
improvements arising from completed
reviews . . .
Citizen First
Stroud District Council’s website has
again been independently assessed as
one of the top twenty council
websites in the country
Planning
A new computerised planning system
has been installed which will allow
people to submit their applications
and comments on-line, view
applications onour website and get
access to up-to-date information.
Diversity
All our staff and members have
participated in a diversity training
programme, ‘Respect for People’,
covering age, race, gender, disability,
sexuality and religious belief, to
ensure that we have a good
understanding of the needs of the
diverse community that we serve.
Housing
302 grants were awarded to mainly
vulnerable and disabled householders
to help them carry out repairs to their
homes.
Homelessness
We have been praised by the
Government for being well ahead of
their target of not keeping homeless
families in B & B accommodation for
more than six weeks.

To improve continuously the Council’s performance by - Providing Best Value Services
Comprehensive Performance
Assessment (CPA) was introduced
through the Government’s paper . . .
Strong Local Leadership -
Quality Public Services . . . and is
the cornerstone of changes to the
performance management framework
for Local Government.
There is a particular focus within the
CPA on . . .
● balancing housing markets
● achieving the decent homes
standard
You can find out more about our
Comprehensive Performance
Assessment at
www.stroud.gov.uk
Comprehensive Performance Assessment
The Audit Commission’s Final CPA REport in October 2004 noted our . . .
Strengths ● Ambition
Strengths outweigh weaknesses
● Prioritisation ● Capacity
● Achievement in quality of service ● Achievement of improvement
● Investment ● Future plans
Weaknesses outweigh strengths
● Focus ● Performance management
● Learning
In terms of housing services, it was noted that high quality affordable
housing schemes had been achieved in partnership with RSLs, but
also that . . .
● Resources for affordable housing were reducing
● Housing benefit claims needed to be processed more speedily
● There were low levels of new affordable housing and of planning
gains for priority areas
● There was a lack of specific plans to support priority for affordable
housng following Government’s abolition of Local Authority Social
Housing Grant mechanism in 2003
The Council’s response to the Comprehensive Performance Assessment
● Mechanisms introduced to improve processing times for planning
applications
● Backlog of Housing Benefit applications cleared
● New computer system to speed up processing of Housing Benefit
applications
● Improved recycling targets through theintroduction of town centre
recycling points and plans for dry battery collection schemes
● New policies to increase the number of Affordable Homes, in
particular increasing the ratio of affordable homes to be built by
developers
32

Managing our Resources
Expenditure (£000)
6000
5000
4000
3000
2000
1000
0
We will:
Council Spending Plans
2004-5 2005-6 2006-7 2007-8 2008-9 2009-10
Actual Budget Projected Projected Projected Projected
Financial Year
Maximise our resources by working in partnership with landowners,
developers, local businesses and parish and town councils. Expanding existing schemes for the
provision of affordable housing, and also examining new initiatives. Improving affordability,
increasing the supply of affordable housing, and improving access to the housing market for people
on lower incomes.
Maximise Housing Corporation resources by continuing to influence housing
priorities through the South West Regional Housing Body, we aim to reduce the identified shortfall
in affordable housing for those in need, including key workers
Continue to support prevention of homelessness measures
to complement our already achieved Homelessness Strategy priorities. We will also improve access
to private sector housing.
33
Housing Revenue Account -
Capital Works
Private Sector Housing
Strategy
Assistance to Social
Housing providers
s106 commuted sums
Affordable Housing
Affordable Housing - New
Initiatives
● The Council will not need to
borrow in 2005/6 or 2006/7
● A significant part of the funding
comes fromsales of Council houses
● The sale of Council land for
£1 million has been assumed in
2005/6 but delays in sale would
have an adverse effect on the
proposed programme
Up to £3m additional funding will be
spent on affordable housing beetween
2006 and 2008.
As a result of becoming debt-free the
Council benefits from the transitional
relief scheme, which allows us to
retain 25% of the proceeds of
Council house sales to reinvest in
affordable housing.

Maximising our Resources
Housing Revenue Account 2004/5
Resources will be maximised by:
● Targeting bidding opportunities, and our investment, across Housing Markets and in line
with the need for housing identified through survey
● Prioritising the improvement of housing as identified through our stock condition surveys
● Negotiation with developers and landowners to ensure that we maximise the provision of
affordable housing through the planning process
● Levering-in Housing Corporation resources and additional private sector investment
● Reviewing development opportunities on underused land, including Council-owned land
● Joint use of resources including Health and Social Services through continued Countywide
partnership working
● Exploring new methods for delivering affordable housing
The Council currently owns and manages its own stock and the Council’s ability to do this is
considered in the Business Plan. The key issues from our HRA Business Plan are summarised in
the Council Housing Condition section of this Strategy.
The Council is required to account separately for all income and expenditure for its landlord
services. The Housing Revenue Account shows the major elements of housing revenue
expenditure, including maintenance, administration, rent rebates and capital financing costs - and
how these are met by rents, subsidy and other income.
More details on the Housing Revenue Account can be found on
www.stroud.gov.uk
34

Consulting with our Stakeholders
Issues and Outcomes
Representation
50% of respondents preferred to remain anonymous. Of those who identified themselves, there was
representation from:
● District Councillors
● Parish Councillors
● Tenant Representatives
● Members of the public
● Housing Associations
● Social Services staff
● Housing Policy Panel (HPP)
Feedback Outcomes
Some consultees responded to 1 or 2 specific issues, others responded to all eight topics:
Consultation Topics
i. Affordable Housing & Housing for Keyworker
ii. Homelessness
iii. Supported Housing
iv. Housing conditions
v. Energy Efficiency
vi. Regeneration
vii. Working in Partnership
viii. Equality & Diversity
[ i ] Affordable Housing & Keyworkers
● Investment in Home Ownership An overwhelming vote against any increase in Council Tax, to
help people who want to become home owners
● Encourage others to be pro-active by investing directly in housing without placing a further
burden on the Council’s budget.
● No differentiation between public & private sector Keyworkers found unanimous agreement,
with equal priority for financial assistance. However, the identification of any Keyworkers as a
priority group was considered contradictory to the principles of choice based letting, which
recognises that non-Keyworkers also cannot afford market housing and the aim should be to give
everyone equality of access to affordable housing.
● A Local definition of Keyworkers and the prioritisation of certain occupations may also lead to
inequalities of access for others. Any local definition should at least be ‘sustainability linked’
● Promote Shared Ownership and Low Cost Home Ownership schemes which can be
self-financing in the long term. Whilst addressing Keyworker housing needs, the capital raised
through ‘staircasing’ indirectly increases the supply of social rented housing
35
Our Independent Consultation Exercise
● Dedicated website . . .
with online feedback form
● Mail Shot . . .
to all Councillors, Tenant & Resident
Representatives, partner agencies and
mebers of the public who had previously
indicated their willingness to be a consultee
● Workshops . . .
50% of consultation respondenets also
wanted to participate in workshops.
A cross section of elected representatives,
residents and housing professionals ensured
that there was constructive debate which
reflected a high degree of interest in
andknowledge of each topic
● A Consultant . . .
with specialist strategic housing knowledge
and who is also a qualified Town Planner,
was engaged to analyse the feedback and
to manage the workshops
● Members . . .
attended a special Policy Panel to hear
about stakeholder views and to feedback
their own observations
Detailed outcomes from
consultation can be obtained from
www.stroud.gov.uk

Issues and Outcomes continued . . .
● Prioritise investment in homes for rent -
although consultees were less aware of the
different subsidy levels for each tenure - in
particular the high subsidy levels required
for rented housing, and that spending
more on homes for rent would increase
Council tax.
● Increase availability of the Homebuy
initiative which reduces the cost of
purchasing a home by 25%. Consider
implementing Homebuy in conjunction with
section 106 (planning obligation)
agreements
● Achieve a balance of tenures so as to avoid
segregation and marginalisation. Use
planning obligations to maximise the
proportions of affordable housing, ideally
with equal proportions of social rent, shared
ownership, low cost, and market housing
● More advice for young people Housing
advice services did not seem to be reaching
those who would benefit from earlier
education about their housing options and
possible solutions, before they are in need of
housing, or find themselves in crisis.
Consider financial assistance to parents to
help sustain new tenancies for young
people.
[ i i ] Homelessness
● Preventative Measures & Mediation were
given overwhelming support, particularly for
young people. Apart from obvious benefits
to the individual, prevention of homelessness
is often cheaper than the cure
● Assist improved communication between
Agencies by ensuring that they know about
each other, what they each do. This would
benefit individuals and might attract
volunteers and funding
● More work with private landlords to resolve
tenancy problems, and consider how
ongoing support could be provided to
tenants, to prevent or reduce the increasing
incidence of termination of shorthold
tenancies
● Address the under-occupation of family
houses, increase housing advice to help
avoid tenancy breakdowns, consider private
sector leasing
36
[ i i i ] Supported Housing
● Development of supported housing should
have equal or greater priority over the
development of affordable housing in
general
● The Supporting People funding crisis has
serious implications for developing and
improving services. Increased capital
resources for new supported homes could
not be taken-up without the required
revenue
● Reappraise existing supported housing
provision before considering further new
development
[ i v ] Housing Conditions
● Renovating private sector housing using
improvement grants should have equal
priority with the building of new affordable
homes
● Equity Loans should be considered,
recognising that need for improvements far
exceeds the available budget. A Countywide
scheme might bring economies of scale, and
a Council ‘not-for-profit’ scheme could
overcome any concerns about private sector
equity release schemes
● Extension of the Care and Repair concept
to increase reassurance over quality of
improvement works and reliability of
Contractors. This concern applied just as
much to improvements and repairs to
Council housing
● Houses in Multiple Occupation (HMOs)
should have priority for grant and be tied to
tenant nomination rights. Consider private
sector leasing and equity release to improve
viability. Important that HMO landlords’
responsibilities are clear and adhered to

Issues and Outcomes continued . . .
[ v ] Energy Efficiency
● Reduced utility bills essential. The impact
on household budgets more readily
accepted than benefits to the environment,
and the costs of installing and maintaining
Eco-friendly measures
● Thorough cost / benefit analysis of Ecomeasures
was not evident, and opinion
divided as to whether costs should be
recovered through increased rents, despite
the obvious benefit of lower utility bills
● Developers not convinced about Ecomeasures
- due to land-cost and viability
issues, negotiations with developers around
the planning obligations on major sites
pursued by the Gloucester Housing Market
Partnership meant that intended Eco
measures could not be included
[ vi ] Regeneration
● Rural and transport issues should be our
highest priorities, along with Empty Homes
grants in return for nomination rights
● Secure better use of Village Link, and
consider the impact on regeneration that is
caused by scheduled bus services favouring
Cheltenham over Stroud
● Reconsider the Regeneration Strategy ~
Gentrification leads to higher costs and
increased demand from in-migrants
increased commuting, and second homes.
With no obvious benefits for most of the
existing population, it could be argued that
the disadvantages of Regeneration
outweighed the benefits
[ v i i ] Working in Partnership
● Avoid the exclusion of those outside the
established partnerships -especially local
communities. Need to communicate the
Council’s policies and strategies through
publicity and effective consultation, but little
practical benefit in seeking to actively
involve a wider range of organisations
37
[ v i i i ] Equality & Diversity -
Access to Housing Services
● Consider the less visible forms of
disadvantage e.g. those who have difficulty
in expressing themselves, or in
understanding what was being said or
written. The form of contact, or lack of it,
could be as big a barrier as any cultural
difference or physical disability
● Plain English, and the size & colour of text
~ the Council should avoid using jargon in
documents like the Housing Strategy. The
size of text & the background colours in the
last Housing Strategy made it difficult to
read
● E-Government was recognised as a crucial
part of accessibility - especially where PC
access was being made available in more
remote locations
● Equality of opportunity within tenure
options is important: there should be no
presumption that one form of tenure was
superior to another. People need to be
better informed about different tenures and
options so as to access the most appropriate
tenure for them
● With a relatively small and dispersed Black
& Minority Ethnic (BME) population,
housing demand is likely to be from older
people who have no locally based cultural or
ethnic groups to support them, and whose
families were less likely to maintain
traditional patterns of elder support

Partners to the Housing Strategy
This Housing Strategy has been produced in collaboration with the full range partners, organisations and agencies, together with residents of the Stroud
District. Our partners are listed below:
Area Education Manager - Glos County Council
Berkley & Sharpness Sheltered Accom Panel
B.P.T Residents Association
Bromford Housing Group
Cam, Dursley & Wotton Sheltered Panel
Connexions Gloucestershire
Cotswold & Vale Primary Care Trust
Dursley Civic Society
Dursley Town Centre Partnership
Elim Housing Association
Equalities Panel
Federation of Small Businesses
Fosseway Housing Association
Glos Association for Parish & Town Councils
Gloucestershire Constabulary
Gloucestershire Health Authority
Gloucestershire Housing Association
Gloucestershire Probation
Gloucestershire Reintegration Project
Gloucestershire Rural Community Council
Gloucestershire Social Services
Government Office South West
The Guideposts Trust
The Guinness Trust
Hampton Waves Residents Association
Hanover Housing Association
Health Promotion Team -Gloucestershire Royal Hospital
Home Farm Trust
The Housing Corporation
Knightstone Housing Association
38
Learning & Skills Council
Lower Kingshill Management Co-operative
Marah
MEND
Orchard Road Residents Association
Painswick Inn Project
Prices Mill Surgery
Raglan Housing Association
Rethink
Race Equality Council for Gloucestershire
Salvation Army Housing Association
Severn NHS Trust
Shelter
Sovereign Housing Association
Stonham Housing Association
Stroud & District Citizens Advice Bureaux
Stroud College
Stroud & District CVS
South West Regional Development Agency
Soul-utions
Sunnyhill Residents Association
Teens in Crisis
Top of Town Community Association
Trinity Active Residents’ Association
Woodfields Residents Association
Youth Cabinet
Youth Housing Forum
All 52 Parish & Town Councils
All 51 District Councillors

Glossary
We have tried to explain all abbreviations used in this document within the text wherever possible.
For quick reference, we have listed below an explanation of some of the most regularly used acronyms.
ABC
Acceptable Behaviour Contract, an agreement between individuals
and organizations to encourage socially responsible behaviour in
young people
ADP
Approved Development Grant, a grant paid to housing associations
by the government for the development of affordable housing
ALMO
Arms Length Management Organisation, a vehicle for managing the
Councils housing stock. It attracts additional Government funding
whilst retaining the stock within the Councils ownership
ASBO
Anti-Social Behaviour Order, granted by the Courts requiring
perpetrators to display acceptable standard of responsible behaviour
BME
Black and minority ethnic, a generic term to describe people who
may suffer discrimination because of their culture, colour or religion
CPA
Comprehensive Performance Assessment, a rigorous assessment of
the quality and impact of a council’s services
GF
General Fund, the budget for all housing services, excluding that
generated and spent on Council housing (see HRA)
GHMP
Gloucester Housing Market Partnership, a partnership between
Stroud and Gloucester City Councils and RSLs to maximise
affordable housing on sites in and around the Gloucester area.
GOSW
Government Office of the South West, the regional government body
HMO
House in multiple occupation, a single property that is occupied by
several households
HRA
Housing Revenue Account, the income and expenditure relating to
the Council’s housing stock
39
LA
Local Authority
LASHG
Local Authority Social Housing Grant, a grant paid to councils to
enable them to fund the development of affordable housing,
abolished in 2003
LSP
Local strategic Partnership, a single body comprising representatives
from all sectors for the planning of local services
MRA
Major Repairs Allowance, an element of housing subsidy which
helps Councils to fund the replacement of components of the
housing stock (such as boilers) in order to maintain the stock in its
current condition
ODPM
Office of the Deputy Prime Minister, the government office
responsible for housing and related issues
PSA
Public Service Agreement, an agreement between councils and the
government giving extra resources in return for improved performance
SCA
Supplementary Credit Approval, an additional credit approval for
specific schemes or programmes of work. SCA certificates are
issued to authorities authorising the borrowing of amounts up to a
specified level.
SCE
Supported Capital Expenditure, Government Support for Local
Authority capital investment.
SHI
Starter Homes Initiative, a scheme to subsidise the cost of home
ownership for key workers

Monitoring our Action Plan and Housing Strategy
Our Housing Strategy bas been developed in
accordance with the Government’s ‘fit for
purpose’ guidance and we are grateful to the
Government Office of the South West for their
invaluable assistance in helping us to meet this
standard. Our strategy clearly sets out . . .
The Appendix to this document contains our
Action Plan showing the targets we have set
and milestones and agreed completion dates.
Our Housing Strategy has been produced in line with detailed analysis of housing need and
supply, extensive consultation and robust partnership working with residents, statutory, voluntary
and commercial organizations. However, to be fit for purpose this must be a living document and
continual monitoring of our progress is essential. We have therefore built the monitoring and review
of our strategy into our management and performance structures to ensure that it is embedded into
our core processes. The review timetable is as follows:
Frequency Method of review Participants in review
Quarterly Review progress of Action Plans Lead officer identified
in this Action Plan
Annually Reconsider and prioritise options Lead officer and partners
identified in Housing Strategy
Annually Publish updated Action Plan Lead officer identified
in Action Plan
The Strategy Action Plan also forms the framework for our annual service plans in which more
detailed milestones are set out and monitored at regular team meetings, supervision sessions and
service plan workshops.
We will be seeking individuals and organisations to form a focus group to help us
monitor and develop our Housing Strategy. If you think you might be
interested in this, please contact the Strategy and Enabling Officer on
(01453) 766321
40

How to find out more . . . contact the Lead Officers at . . .
Stroud District Council, Council Offices, Ebley Mill, Westward Road, Stroud, Glos GL5 4UB
(01453) 766321 Fax (01453) 750932
Government has set a target of 100% of services to be capable of e-delivery by the end of 2005. The Council’s progress towards this
target is monitored through the Best Value process (BVPI 157). A high proportionof services are already available via our website . . .
www.stroud.gov.uk
Strategy section Contact /email Key responsibilities
Condition of Ruth Kirkup Planned maintenance and major improvements to
Council housing Housing Asset Manager Council stock
ruth.kirkup@stroud.gov.uk
Consulting Tenants Anne Dixon Tenant and leaseholder participation
and Residents Tenant Services Manager
anne.dixon@stroud.gov.uk
Local Plan and Peter Gilbert Local Plan, strategic planning policy and
Planning Policies Planning Strategy Manager supplementary planning guidance
peter.gilbert@stroud.gov.uk
Private Sector Maria Hickman, Principal Private sector housing, empty homes and
Housing Environmental Health Officer grant awards
Improvements maria.hickman@stroud.gov.uk
Homelessness Sue Leighton-Boyce Letting of Council and Housing Association
Rehousing Manager properties. Housing advice and homelessness
sue.leighton-boyce@stroud.gov.uk
Management of Steve Neale Overall responsibility for all issues relating to the
Council Housing Head of Housing Management Council’s housing stock
steve.neale@stroud.gov.uk
Housing Benefit Darren Nowlan Rent rebates and rent allowances for tenants
Benefit Services Manager
darren.nowlan@stroud.gov.uk
Housing Need and Andrew O’Brien Housing Strategy, Housing Need Surveys
Sub-regional Housing Strategy Manager Housing Policy, funding for affordable
Partnerships andrew.obrien@stroud.gov.uk housing development
Decent Homes Jon Shaw Overall responsibility for Housing Strategy,
Head of Housing Standards Housing Contracts and Right to Buy
jon.shaw@stroud.gov.uk
Housing Association Strategy and Enabling Officer Housing Strategy,Affordable Housing Initiatives,
Development housingstrategy@stroud.gov.uk Housing Association development
Regeneration and Stephen Hay Economic Development, Regeneration Strategy,
Economic Acting Head of Regeneration Market Towns Initiatives
Development stephen.hay@stroud.gov.uk
Best Value Tina Kitchener Local Strategic Partnership, Community Strategy,
Policy and Communications Best Value, Comprehensive Performance
Manager AssessmentEqualities Agenda
tina.kitchener@stroud.gov.uk
Older People Dilys Warren Strategy for Older Peoples services
Health and Wellbeing
Partnership Officer
dilys.warren@stroud.gov.uk
Green Spaces Ian Soule Green Spaces management
Green Spaces Officer
ian.soule@stroud.gov.uk
Council Resources John Levis Capital and Revenue funding budgets
Accountant
john.levis@stroud.gov.uk
Reducing Crime Philip Sullivan Capital and Revenue funding budgets
Community Safety
philip.sullivan@stroud.gov.uk

STROUD DISTRICT COUNCIL
www.stroud.gov.uk
Council Offices Tel: (01453) 766321
Ebley Mill Stroud Fax: (01453) 750932
Gloucestersire
GL5 4UB
Councillor John Jeffreys
Cabinet Member for Housing
cllr.john.jeffreys@stroud.gov.uk
David Hagg
Chief Executive
Tel: 01453 754290
david.hagg@stroud.gov.uk
Kelvin May
Strategic Director
Tel: 01453 754450
kelvin.may@stroud.gov.uk
Jon Shaw
Head of Housing Standards
Tel: 01453 754097
jon.shaw@stroud.gov.uk
Steve Neale
Head of Housing Management
Tel: 01453 754150
steve.neale@stroud.gov.uk
Jon Beckett
Head of Environmental Health
Tel: 01453 754443
jon.beckett@stroud.gov.uk
Environmental Statement
We are concerned about the environment. This
document has been produced to meet the requirements
of Stroud District Council’s active initiative on
conserving the environment.
We have printed this document on paper and board
which is produced using a totally chlorine-free process,
made from pulp from sustainable forests.
The document has been designed and produced within
the Stroud District which means the environmental effect
from transport and distribution is as low as possible.
Other Contacts:
Contracts Manager
Stephen Chalmers
stephen.chalmers@stroud.gov.uk
Rehousing Manager
Sue Leighton-Boyce
sue.leighton-boyce@stroud.gov.uk
Tenant Services Manager
Anne Dixon
anne.dixon@stroud.gov.uk
Housing Strategy Manager
Andrew O’Brien
andrew.obrien@stroud.gov.uk
Housing Strategy and Enabling Officer
housing.strategy@stroud.gov.uk
Planning Strategy Manager
Pete Gilbert
peter.gilbert@stroud.gov.uk
Community Safety Officer
Phil Sullivan
philip.sullivan@stroud.gov.uk
STROUD DISTRICT COUNCIL
www.stroud.gov.uk
Strategic Head of Development Services
Barry Wyatt
barry.wyatt@stroud.gov.uk
The Race Equality Council
for Gloucestershire
Stroud District
Local Strategic Partnership
This Council has an environmental management
system and its environmental performance is
reported to the public in accordance with the
Eco-Management and Audit Scheme for UK
Local Government, within the framework of
the EC Scheme.
Registration number: UK/U/0000034 INVESTOR IN PEOPLE