Last edited 05 May 2016

Homes and Communities Agency HCA


[edit] Introduction

The Homes and Communities Agency (HCA) describes itself as the ‘national housing and regeneration agency for England’.

It is an executive, non-departmental public body (NDPB or Arm's Length Body) sponsored by the Department for Communities and Local Government (DCLG). It was created in 2008 to take on the investment roles of the Housing Corporation and English Partnerships. On 1 April 2012, it also took on the governance and financial regulation functions of the Tenant Services Authority (TSA).

The statutory objectives of the Homes and Communities Agency are:

HCA is also the regulator of social housing in England.

It works with; local authorities, central government, housing associations, private companies, and the voluntary and community sectors to create new affordable homes, improve existing social housing, regenerate land and create ‘thriving neighbourhoods’. It has a capital investment budget of around £4bn for the period 2012-15.

It is run by a Chief Executive and by five area-based and two corporate Executive Directors overseen by a non-executive Board appointed by the Secretary of State for Communities and Local Government.

NB Responsibility for housing and regeneration activity in London lies with the Greater London Authority (GLA) although HCA retains its regulatory role in London.

[edit] Review

In a written statement on 10 February 2016, Housing and Planning Minister Brandon Lewis announced there would be a review of the future of the HCA which would:

  • Examine the continuing need for the HCA.
  • Examine the capacity of the HCA to deliver more efficiently and effectively.
  • Examine whether corporate governance and management arrangements are sufficiently robust and transparent and ensure that the HCA is operating in line with recognised principles of good corporate governance.

A call for evidence was launched on 4 March 2016, asking:

  • Are the purpose and priorities of the HCA clear and correct for the future?
  • How effectively does the HCA carry out its functions and how could it do so more effectively to meet future challenges?
  • How effectively does the HCA work with customers and partners?
  • What skills does the HCA require for the future and does it have these?
  • How efficient is the HCA in delivering its objectives and how could it improve?

Responses are required by 24 March 2016.

[edit] Find out more

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[edit] External references.