Don't worry Gerald, we're on the case

Dear Gerald, thank you for your letter ("My wish list for the way ahead", 10 October, page 23). I agree that my new position as chairman of the Housing Corporation carries a lot of challenges – which is why I'm so enthusiastic about it.

I can see seven key areas in your wish list and I'd like to assure you of what we are doing to deal with them.

On the subject of accountability, many registered social landlords already have excellent tenant involvement policies, and we aim to bring all of them up to those standards. We will launch a new tenant involvement policy early in 2004. We will also continue to support RSLs' efforts to raise standards of governance, encouraging transparency and accountability. We will not hesitate to use our regulatory powers where weaknesses in governance threaten an organisation's performance or the sector's reputation.

You mentioned design. Well, we demand high-quality design from RSLs, including it as one of the three main categories in our housing quality indicators. To help deliver a step change in this area, the corporation has appointed its own design champions and we work closely with the Commission for Architecture and the Built Environment and 10 RSLs are working with the commission on best-practice demonstration projects. We also sponsored the first social housing category in the Royal Institute of British Architects' National Housing Awards, and in July, we dedicated our annual Race and Housing conference to the importance of design to minority-ethnic communities. We firmly believe good design is a commitment to a better quality of life for all.

On the Supporting People issue, we recently published a policy and strategy for older people and we are reviewing our longer-term strategy for supporting the vulnerable. The Supporting People regime has shifted responsibility for revenue funding to local authorities. The separation of capital and revenue funding streams is going to cause some difficulties. We need to help associations ensure that extra support is available to those who need it.

We are also examining how to encourage associations to enable vulnerable tenants to continue in their tenancies, where extra support and advice will make a difference. The aim is to set clear ground rules for tenancy management, to ensure fair access to homes in the sector, effective action to sustain tenancies and cooperation with local authorities on nominations.

We will not hesitate to use our regulatory powers where weaknesses in governance threaten the sector’s reputation

Antisocial behaviour
Helping associations to deal effectively with antisocial behaviour is another priority for us. There are competing pressures: to house vulnerable people while also protecting tenants whose lives are made miserable by the actions of a few. These sensitive decisions are best made at local level, and we expect associations to have sensitive but robust policies. Many are at the forefront of innovative schemes to protect the community, such as witness protection, the use of professional witnesses and CCTV. We welcome the new powers in the Antisocial Behaviour Bill and expect housing associations to use all the tools available.

You also had some thoughts on communicating how to apply for housing. We're getting on top of that one, too. Most association tenants come via council nominations, and many associations operate common housing registers with partner RSLs and councils, providing a one-stop shop for people to get onto a housing waiting list. An increasing number of RSLs are getting involved in choice-based lettings, which allow people to apply direct for the home of their choice, identified from advertisements.

I agree with you that RSLs have an important role to play in the community: RSLs have been at the forefront of neighbourhood renewal for some time and this role is increasing. They support communities by providing local training programmes, supporting breakfast and youth clubs, and facilitating community finance services, to give just a few examples. We will shortly establish new registration criteria, which will allow the registration of management-only organisations. To be effective agents for change in neighbourhoods, RSLs need to work together. I believe effective partnering will become a core competence for RSLs.

Last but not least, delivering value for money has always been a priority for us. The corporation launched its annual bid round last week and applicants must demonstrate value for money. Government funding is not likely to rise much more; the onus is now on greater efficiency. Under our New Approach to Investment, we will expect associations to demonstrate a commitment to continuous improvement and to consider new procurement methods to deliver products or services in the most cost-effective way. Of course, there will always be funds available for special needs or specialist associations.