There were fireworks in the housing world this week, and not just of the rockets and Catherine wheel variety. Norman Perry is leaving the Housing Corporation; Peter Redman has resigned from Notting Hill Housing Trust; and Genie Turton, one of the most senior civil servants at the ODPM, is to sign off. Although the departures are not related in the strictest sense, they are undoubtedly the manifestations of a sector in the grip of major reforms.

Gordon Brown lit the fuse in his June 2002 budget with the surprise announcement of a single inspector for housing. John Prescott followed it up with his demand for a "step change" in February's Communities Plan. The plan, of course, has brought all manner of changes from the establishment of regional housing boards to the standard plans for new housing (page 24) and grant going to developers. Meanwhile, the Treasury is stoking up things even more by ordering a review of the performance and efficiency of housing associations.

In any walk of life, new plans often mean new people. Without a doubt, one of the key changes has been at the top with the appointment of Richard McCarthy to deliver the Communities Plan – the hardest (and, some would say, the worst) job in housing. McCarthy's post was a new one, at the same level as Genie Turton. Her decision to take early retirement will presumably lead to some logical reorganisation of the department.

For example, currently, the Housing Corporation reports to Turton and McCarthy is in charge of English Partnerships. Given that the operations and success of the two are now inextricably linked to the success of the Communities Plan, it might make more sense for both to come under McCarthy's domain.

True to form, Peter Redman appears to have done the decent thing and fallen on his sword

As for the departure of Norman Perry at the corporation, it is no real surprise that he's stepped aside in favour of a new lieutenant to help the new chairman carve out and redefine the role of the organisation. Unfairly or not, the corporation has gathered a reputation for being too reactive rather than proactive on the operations level, and this must be addressed if it is to retain the clout the sector needs. In line with Prescott's demanded "step change" it has instigated a procurement revolution (page 11), and quite rightly now makes good management performance one of the conditions of receiving development grant.

Notting Hill Housing Trust appears to be one of the more high-profile casualties of this new policy. A poor inspection has led to uncertainty over development plans. True to form, Peter Redman appears to have done the honourable thing and fallen on his sword. Out of all the changes, his departure is perhaps the most poignant, close to home for many in the sector.

Source

Housing Today