Group overview 2010 - Riverside

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National profile and policy We are working in extraordinary times. Housing has shot to the top of the political agenda, as rising house prices over recent years have fuelled a national affordability crisis and first time buyers have struggled to get a foot on the ladder. As one of the top five housing associations in the country, we must be involved in the debate about these challenges, influencing the future shape of affordable housing provision rather than waiting for events to unfold. The Government has responded with a demanding target to build 3 million extra homes by 2020, providing over £8 billion of funding for affordable housing from 2008-11. A new Housing and Regeneration Act has created two new national bodies: the Homes and Communities Agency to oversee the delivery of new homes and regeneration; and the Tenant Services Authority, a new regulator for social housing. But delivery will not be straightforward. We are now seeing a plummeting housing market, compounded by an international ‘credit crunch’. 26
How are we increasing our influence? We are actively involved with partners and stakeholders at national, regional and local level. Whether it is through the National Housing Federation, Strategic Housing Partnerships or Local Strategic Partnerships we are right at the centre of discussions and decisions about affordable housing. We respond to Government consultations about its housing policies and programmes – submitting written responses and giving evidence to the House of Commons select committee. We actively lobby local councillors and MPs – briefing them, meeting them and holding events in Parliament to listen and respond to their concerns and to tell them about our work and the challenges ahead. We commission research – ensuring that new and innovative programmes are underpinned by the best evidence available and working with leading academic thinkers to look at how we tackle issues such as worklessness. As well as influencing policy, we must also show that we are an effective and responsible partner – that our objectives and priorities are aligned with local, regional and national priorities, and that we are making a real contribution to meet the challenges of our times. Our corporate planning process does exactly that, and in a more open and consultative way than ever before. By systematically analysing the context and environment in which we are operating, and by engaging with stakeholders as we develop our corporate strategies, we can demonstrate a clear and explicit link between our investment and activities, and the concerns of customers, Government and other stakeholders. We have been working with four of the country’s largest housing association groups as ‘The Housing Futures Network’, to contribute to the national debate about the need for fundamental reform in affordable housing. Together we have published a report ‘Homes for Tomorrow: New Directions for Housing Policy’, which challenges the current model for providing affordable housing and sets out a vision for housing policy which maximises choice and opportunities for residents, and helps support the neighbourhoods they live in. A full copy of the report is available on our website www.riverside.org.uk 27
Page 1 and 2: Group overview 2010
Page 3 and 4: Welcome Housing associations are be
Page 5 and 6: Communicating positively and listen
Page 7 and 8: Stock locations The map below shows
Page 9 and 10: Contact routes Tailored service Loc
Page 11 and 12: Meeting the challenges of tomorrow
Page 13 and 14: Supporting over 3,000 people every
Page 15 and 16: Increasing prosperity Decent homes,
Page 17 and 18: Own Place: a helping hand Gemma and
Page 19 and 20: Changing spaces Green Spaces for Pe
Page 21 and 22: Tenant involvement with Riverside T
Page 23 and 24: Staff development and benefits At R
Page 25: Our commercial enterprises WAVE hom
Page 29 and 30: We’ve come a long way since 1928.
Page 32: Contact us www.riverside.org.uk ema

Group overview 2010 - Riverside

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