
BEST PRACTICE SPONSOR 2020
THE PARLIAMENTARY REVIEW
Highlighting best practice
44 | PEMBROKE ESTATE MANAGEMENT BOARD
This transformation began in the
late 1980s and kickstarted the
regeneration of the wider locality,
once considered the most deprived in
the country according to government
statistics. Investment in training and
employment for local people, new
community businesses, community-
designed public art and safer by design
principles were groundbreaking then
and are now accepted mainstream
regenerationpractice.
Tenant management
organisations
A crucial aspect of our project was
that the residents went further,
insisting they could manage the
estate far better themselves. In 1994,
Pembroke Estate Management Board
was formed. It is still providing a wide
range of resident-led services 25 years
later, with popular support and high
levels of resident satisfaction.
The capital investment in Pembroke
Street in the mid-1990s has been well
maintained. PEMB has also developed
multiple community-led projects
and services leading to routes out
of poverty and isolation – evidence
that small amounts of investment can
achieve outstanding results in the
righthands.
In keeping with national government
policy applicable to all tenant
management organisations, PEMB
faced an anonymous resident ballot
this year to decide whether the
organisation should continue to
manage the housing or whether
this will revert to the landlord. No
other body, with the exception
of parliament, faces such a stark
reckoning every five years. Many
regulated organisations receive an
external inspection, but TMOs are
unique in facing such an in/out vote.
The result was a 95 per cent vote in
favour of the EMB continuing.
We aim to deal with issues such as
fly-tipping and dog fouling as soon
as they occur and to represent the
majority who want a decent life and
to work to support those who may
struggle with this.
Commitment to common
sense
Our commitment to common-sense
rules and standards, consulted on and
agreed by residents, is the backbone
of our success. We can respond quickly
and more adeptly to most issues
because we are on site in a walk-in
office – this means that small problems
invariably do not become bigger
intractable issues. Time and money are
saved as a result.
Green spaces
maintained by PEMB
have attracted awards
There is a real sense
of community; here
generations come
together for a street
party, one of many held
on the estate
A crucial aspect
of our project
was that the
residents went
further, insisting
they could
manage the
estate far better
themselves
“
“
45PEMBROKE ESTATE MANAGEMENT BOARD |
There is sometimes frustration among
residents that remedies to address
low-level antisocial behaviour can be
inadequate. This can become a source
of stress and anxiety to residents. The
primary means of dealing with negative
behaviour is by consensus. Existing
residents have drawn up a “good
neighbour agreement”, which all new
residents are asked to sign upto.
One of the biggest challenges facing
PEMB is that newer residents do
not always appreciate why PEMB
was established. They may see the
enhanced management service as
standard practice.
Shortage of social housing
Social housing is in even shorter
supply, and the way it is allocated
has changed as a result. In the past,
residents could express a preference
for wanting to live on Pembroke Street.
The flats are now allocated centrally,
according to assessed need with
the top bidder in line for a property.
Those who are assessed as having
insufficient need are directed towards
often inadequate and expensive private
rented accommodation.
Despite Pembroke Street being
comprised entirely of flats and less
popular than brand-new houses now
available locally, PEMB still attracts a
high number of applicants. Tenancy
duration is ten times what it was 30
years ago.
Pay-ins and paybacks
After 25 years, the fabric of the
buildings is showing its age and capital
investment will be needed very soon.
The EMB does not own the estate.
The landlord – Plymouth Community
Homes – pays an annual allowance
to Pembroke EMB to carry out the
estatemanagement.
PEMB has no assets to borrow
against to be able to invest andgrow.
Wearecurrently working with
partners to explore the development
of local new-build housing under the
government’s community-led housing
programme, which would see PEMB
manage additional housing that meets
identified gaps in local need, but
opportunities to expand are generally
very limited.
One of the things we are often asked
is why there are not more TMOs across
the country. It takes a lot of voluntary
effort and success is not guaranteed.
Residents cannot always commit when
the pressures of everyday life must
take priority.
When TMOs work, they unlock the
potential of the community to address
challenges in their own unique way.
The resulting savings to the public
purse are a major payback for everyone
in the long term. Pembroke EMB is
testament tothat.
Our commitment
to common-
sense rules and
standards,
consulted on
and agreed by
residents, is the
backbone of our
success
“
“
Residents worked with
artists to design the
unique metalwork
throughout the estate