Empowerment to the People Investigating the social and economic impact of communities taking control within Community-Led Housing Natasha Williams University of Birmingham Supervisors: Rick Joseph and David Mullins

Outline Localism agenda Overview of the Housing Cooperative Sector European Comparatives Co-operatives & Mutual Housing – Differences The Community Gateway Model Research Question(s) Methodology

Localism Agenda Devolving service delivery and governance from government to local communities “Too much has been imposed from above, when experience shows that success depends on communities themselves having the power and taking the responsibility. It’s no good officials in Whitehall or even the Town Hall telling people what is needed in their street.” …. everyone has a stake based on equal rights and where they pay their dues by exercising responsibility in return, and where local communities shape their own futures.

Overview of the Sector The co-operative housing sector is small – just 0.6% of total housing stock of 16 million homes – 836 co-operative and mutual housing organisations – Managing over 169,000 homes – 92,000 (54%) owned by co-operative/mutuals – 77,000 (46%) managed by tenants – 62% registered with UK housing regulators – 91% in England, 5% in Scotland, 3% in Wales – 54% in London (71% of TMOs) – rest mainly in other urban areas – 4 Community Gateway Housing Associations – Preston, London, Watford and Braintree, Essex

European Comparatives In Turkey: 25% of the total housing stock with 1,408,603 units In Sweden: 18% of the total housing stock with 750,000 units In Norway: 15% of the total housing stock with 320,000 units In Germany: 10% of the total rental housing stock with 2,200,000 units In Austria: 8% of the total housing stock with 334,000 units In Portugal: 1/3 of the social housing portfolio with 180,000 units

Co-operatives & Mutual Housing - Differences Government funded ownership housing co- operatives – members & tenants own, manage and democratically control their housing Tenant Management – Tenants of local authority or housing associations take responsibility for the democratic management features of the delivery of housing services – Right to Manage

The Community Gateway Model The Community Gateway Association is a type of not-for-profit organisation that can be used to manage council housing or take ownership of it as a “registered social landlord”. Developed through the Co-operative Movement Support from Government and financial organisations who lend to housing associations

Key Features Stock transferred estates (LSVT) Mutual housing Own assets collectively Governance – Tenants make up majority of management board Led by residents for residents Key objective: ‘Promote community empowerment, community control and community ownership’

Why Empower? Sense of community Contact theory – More positive contact that people experience with other groups the more tolerant of difference and willing to work together Achieved through learning and collective organising Require a redistribution of power – culture shift

Research Question(s) How can communities improve their deprivation levels by through resident-led initiatives within housing cooperatives and mutual housing. Investigate – Approach to localism – Types and significance of social capital – Umbrella organisations/intermediaries/ institutional support structures – How residents are empowered

Methodology Institutional focus – Hybrid organisations Literature Review Policy analysis Case studies focusing Community Gateways Mixed methods

THANK YOU FOR LISTENING

References CCMH (2009) Bringing Democracy Home Czischke, D., Gruis, V and Mullins, D. (2012) Conceptualising Social Enterprise in Housing Organisations, Housing Studies 27:4, 418 – 437 Lawson, L and Kearns, A (2010) ‘Community Empowerment’ in the Context of the Glasgow Housing Stock Transfer McKee, K (2009). The ‘Responsible’ Tenant and the Problem of Apathy. Social Policy and Society, 8:01 pp Olsson, J and Hysing, E (2012). Theorizing Inside Activism: Understanding Policy Making and Policy Change from Below, Planning Theory and Practice, 13:2, Sacranie, H. (2012) Hybridity Enhacted in a Large English Housing Association: A tale of Strategy, Culture and Community Investment, Housing Studies, 27:4,