Unlocking land for housing

Ensuring value for money from existing projects a To ensure that the existing legacy programmes deliver the greatest strategic benefit, MHCLG, Homes England and other delivery partners should work together to develop a combined portfolio view of legacy projects where the greatest strategic benefits remain at risk. Having done this, MHCLG should ensure that Homes England provides appropriate support and troubleshooting capability to support these projects to deliver their intended objectives, at the same time as launching new projects through the National Housing Delivery Fund.

Supporting the success of the National Housing Delivery Fund b To provide transparency to delivery partners and fund recipients about what the NHDF is trying to achieve, MHCLG should set out the impacts it expects for the NHDF that reflect the range of interventions and funding sources available. This should include: ? setting out and agreeing an approach to performance measurement with its delivery partners that will provide timely data on both progress of unlocking land and subsequent delivery of new homes on new projects and active legacy projects;

Supporting the success of the National Housing Delivery Fund b To provide transparency to delivery partners and fund recipients about what the NHDF is trying to achieve, MHCLG should set out the impacts it expects for the NHDF that reflect the range of interventions and funding sources available. This should include: ? to understand the delivery of new homes, considering whether proxy measures such as mapping data, energy performance certificates or building control completions provide sufficient assurance while managing the burden of reporting on developers.

Supporting the success of the National Housing Delivery Fund c As the outcomes from unlocking land activity can take many years to deliver, MHCLG should put in place evaluation and monitoring that provides timely evidence from both its legacy projects and the early implementation of the NHDF to inform its understanding of the likely outcome of its interventions.

Supporting the success of the National Housing Delivery Fund d As the NHDF is developed and refined, MHCLG should set out how it will prioritise its funding objectives and maximise its engagement with the new and emerging local government landscape. This will inevitably result in places that are less likely to be supported through the NHDF. MHCLG must therefore be transparent about what and where its priorities are and the opportunities and support that exists for non-priority locations to bring forward their projects.

Supporting the success of the National Housing Delivery Fund e As part of its governance system, MHCLG should adopt a clearly articulated risk appetite across the NHDF?s range of potential interventions. This should help support consistent and deliberate consideration of risks and opportunities in decision making at a portfolio level. Expressions of risk appetite and tolerance should be shared across MHCLG, Homes England and other delivery partners.