| Leadership Strategies |
| 1. Establish an Affordable Housing Advisory Committee to Council |
Involve key stakeholder groups (including community services, private business, property development industry, and DHHS) in meetings to: consider the City of Greater Geelong reports on issues and activities related to social and affordable housing; and provide feedback on issues and opportunities for an increase in the supply of social and affordable housing in Geelong |
Short-term |
An internal Social Housing Team including research and policy expertise and public relations expertise |
Key stakeholder support for City initiatives and policies |
| 2. Develop a better understanding of social housing needs |
Publish data on housing needs in the City of Greater Geelong which can inform the location, volume and type of required new social housing dwellings.
Research and document appropriate housing responses to the different groups experiencing housing need. |
Short-term |
An internal Social Housing Team including research and policy expertise and public relations expertise |
Evidenced based policies in relation to social housing |
| 3. Raise community awareness of housing need and the benefits of social housing |
Promote the social and economic benefits of social housing to the community.
Promote good practice examples of social housing including the positive impact on low income households. |
Short-term (dependent upon a dedicated resource to be funded by Council) |
An internal Social Housing Team including research and policy expertise and public relations expertise |
Resident and community support for the City’s policies and for individual social housing projects undergoing planning approval |
| 4. Articulate a clear understanding of Council’s role in the supply of social housing |
Publish data on social housing supply.
Monitor Commonwealth and State Government policies which impact on housing supply and promote opportunities that will benefit Geelong.
Advocate for increased investment in social housing to Commonwealth and State governments. |
Short- term |
An internal Social Housing Team including research and policy expertise and public relations expertise |
Informed negotiations with other levels of government and better resourced social housing programs |
| 5. Support the inclusion of mandatory planning controls |
Advocate to the state government for the inclusion of mandatory planning controls in the Victorian planning for the provision of affordable housing |
Ongoing |
An internal Social Housing Team including research and policy expertise and public relations expertise |
Informed negotiations with other levels of government and better resourced social housing programs |
| Investment Strategies |
| 1. Demonstrate commitment through early investment in showcase projects |
Identify one or two suitable City of Greater Geelong sites for the inclusion of social housing, employing best practice in social, economic and environmental sustainability
Document and promote those developments within the City and externally to State and Commonwealth Governments |
1-2 years |
Contribution of City owned land.
Housing planner/officer to deliver project |
Improved public awareness of both the quality and benefits of social housing |
| 2. Invest in a Social Housing Growth Agreement for the City |
Contribute the City’s owned land which is surplus to requirements for residential developments that include social housing.
Annual budget contribution of $1M to City of Greater Geelong Social Housing Growth Strategy |
Medium – Long term (this action needs to be part of an overall approach by the City) |
$1 million
Subject to a successful Business Case |
Leverages significant increase in social housing investment from State and Commonwealth governments |
| Planning Strategies |
| 1. Amend the Greater Geelong Planning Scheme to require the inclusion of social and affordable housing in new developments based on identified need |
The State Government has not set a mandatory or minimum affordable housing requirement.
There is a broad state-based policy supporting the provision of affordable housing. There is a broad strategic planning basis to include affordable housing matters in local policy and in site specific planning controls.
The City will include the current and future demand and supply of affordable housing within the municipality in the Planning Policy Framework.
Future housing development will include a meaningful contribution to meeting the identified needs for social and affordable housing where there is a demonstrated uplift in land value. A site-specific inclusion relevant to the context of the site will be negotiated when:
- A rezoning for a residential use is sought;
- A residential precinct structure plan is prepared;
- A development concession or incentive is provided as part of a development application2.
Delivery models will include the gifting, discounted sale or leasing of land or dwellings to a Registered Housing Agency (RHA) appropriate to the needs of the RHA and the location.
Alternative arrangements such as the sale of dwellings to households under an affordable home purchase arrangement such as a shared equity program will also be considered.
A Social and Affordable Housing Assessment should be prepared as part of the relevant planning assessment process. |
|
Within existing resources |
An amended Planning Scheme which enables the planning process to negotiate development contributions to the provision of social housing supply in accordance with recent amendments to the Planning and Environment Act |
| 2 It is noted that the State Government has not set a mandatory or minimum affordable housing requirement, however, there is broad state based policy supporting the provision of affordable housing. There is a broad strategic planning basis to include affordable housing matters in local policy and in site specific planning controls. |
| 2. Negotiate Section 173 Agreements with applicants |
Voluntary agreements will set out:
- the percentage of total dwellings on site to be contributed to social housing;
- the type of social housing dwellings to be provided;
- the location of the social housing dwellings to be provided;
- the owner and manager of the social housing dwellings to be provided; and
- the cost of the dwellings (or land) to be provided for social housing.
Prepare guidance materials to assist negotiations including criteria for eligible developments. |
Ongoing |
Housing planner in the Planning & Growth team to negotiate agreements
$130,000 per annum subject to a successful business case |
New social housing included in major developments or a contribution procured for investment in new social housing |
| 3. Identify principles to guide negotiations with developers on appropriate social and affordable housing outcomes |
Principles for negotiation will include:
- Commercial: the cost to the developer should not exceed the value uplift in the land value generated by the development approval.
- Integration: the scale, design and finish of the social housing should be compatible with the surrounding streetscape and not distinguishable from other dwellings. The social housing dwellings will have access to the same communal facilities and services as the other dwellings.
- Progressive: the social housing should be delivered progressively in accordance with an agreed program.
- Certainty: the party identified as the owner and manager of the social housing must have the financial capacity to complete the acquisition and the operational capacity to manage the dwellings in accordance with recognised good practice.
- Sustainable: the social housing dwellings provided should be consistent with an evidenced based model of good practice that demonstrates social, economic and environmental sustainability.
|
Short term |
Cost included in 2 above |
Provides developers with confidence that negotiations will not be unrealistic and uncommercial |
| Partnership Strategies |
| 1. Negotiate a Social Housing Agreement with the Commonwealth Government |
Including:
- Identification of Commonwealth Government owned sites that can be made available for residential development including social housing
- Commitment of National Housing & Homelessness Infrastructure Corporation (NHFIC) finance to major new residential zones with a commitment to social housing inclusion
- Commitment of National Housing & Homelessness Agreement (NHHA) funding to the renewal of large public housing estates in Geelong
- Commitment of National Rental Affordability Scheme (NRAS) incentives to the development of affordable housing in Geelong
|
Short term-medium term |
This action is dependent upon funding provided by Council based on a successful Business Case |
Secures Commonwealth investment in social housing in Geelong leveraging Council |
| 2. Negotiate a Social Housing Growth Agreement with the Victorian Government |
Including:
- Growth targets for new social housing dwellings through the Geelong Affordable Housing Trust
- Allocation of State-owned sites for residential development including social housing
- Provision of a recurrent subsidy over 30 years under the Social Housing Growth Fund (or similar) to meet the identified gap between revenues and costs (operating and finance)
- Business plan which demonstrates the financial viability of the growth strategy over a 30-year period including the full amortisation of all debt
|
Short term-medium term |
(This action is dependent upon a Business Case and secured funding provided by the City) |
Secures State investment in social housing in Geelong leveraging City investment |
| 3. The development of a Neighbourhood Revitalisation Partnership between the City of Greater Geelong and DHHS |
Including:
- 10-year Neighbourhood Renewal Strategy.
- 5-year Neighbourhood Renewal Plan for Corio, Norlane & Whittington.
- A commitment to an approach that integrates improvements to the physical environment and builds the social capital of each community; and enhances the desirability to live in each area while ensuring the traditional public housing residents are not displaced but can enjoy improved living conditions.
Guiding principles:
- Redevelopment of public housing dwellings at the end of their useful life or no longer appropriate to housing needs
- Improvement of public housing that is physically sound to meet the needs of existing and future social housing tenants
- Place based tenancy and property management of the public housing dwellings
- Place based maintenance of the public domain including parks, gardens and community facilities
- Coordination of training and employment programs which link local residents to the economy of place-based management
- Community development program designed to enhance health and well-being, improve community safety, and increase participation in community and civic activities
|
Short term-medium term |
(This action is dependent upon a successful business case and funding explored between the City and the Victorian State Government) |
Long term collaborative strategy backed by appropriate resources to complete the process of urban renewal in areas of concentrated social disadvantage |
| Capacity Building Strategies |
| 1. Investigate the creation of an Affordable Housing Trust by the City of Greater Geelong |
Legal establishment of a special purpose social housing investment vehicle which is:
- The recipient of any land identified as surplus to the City’s requirements and suitable for social housing
- The recipient of the annual Social Housing Budget approved by the City
- The beneficiary of any Affordable Housing Development Contribution negotiated by Council through a Section 173 Agreement during a Development Approval process
- The investment vehicle in which State and Commonwealth investments can be secured
|
Medium – Long Term |
(This action is dependent upon a business case to be developed and approved by the City) Significant resourcing is required) |
A special purpose investment vehicle providing security for all investments in social housing from the City, State and Commonwealth governments and through the planning system |
| 2. Investigate the appropriate Governance model of an Affordable Housing Trust |
Incorporation of a special purpose Trustee Company to manage the Affordable Housing Trust with:
- Membership based on key stakeholders in the economy such as the City of Greater Geelong, G21, Committee for Geelong and Give Where You Live
- Directors appointed for their skills and experience to develop a social housing property portfolio and manage the assets for the benefit of the community
- Employ property professionals with social values and the capacity to implement an approved business plan for the growth of social housing
- Secure registration as a Housing Agency under the Victorian Housing Act
- Appoint existing Registered Housing Agencies to develop projects and manage properties owned by the Affordable Housing Trust based on their proven capacity to provide excellent service to the designated resident group (role to be dependent on which option is selected for the company)
|
Medium – Long term |
(This action is dependent upon a business case to be developed and significant City resourcing is required) |
A competent and capable company at arm’s length to the City which can provide focused attention on the development if a social housing investment strategy and oversee its implementation |