This is perfectly embodied by what we are calling the ‘employment dividend' of our work. In the context of market conditions, and likely tightening public finances, we are seeking more than ever to maximise the impact of every pound we spend. We're doing that through competitive bidding for grant, for example, and also through our single conversation process, where we're looking at housing and regeneration in the round, and aligning funding streams to make the most of public investment in any given area. But it also means looking at what else we can get as a result of our investment, which goes beyond homes and the physical structure of thriving communities. Jobs and apprenticeships are an important part of this category. Starting with the housing stimulus package – Kickstart, and local authority new build – we are making it a requirement of receiving our support that partners should provide apprenticeships and local labour opportunities. We are mainstreaming this into our other capital investment programmes too, and in total, we are looking to help deliver around 3,000 apprenticeships by the end of the current spending period. But, to return to my theme, it is imperative that our partners work with us to achieve these aims. We can make it a requirement and we can monitor progress, but the objectives must be shared. That is how we will maximise the employment dividend of our work – aligning our programmes internally, leading our partners by example and learning, in turn, from them – and that is how we can help you in getting the most out of what you do. Richard Ennis is director of finance and corporate services at the Homes and Communities Agency We are very clear at the HCA that everything we do is, in fact, done by others. That may sound odd, but what I mean is that while we can fund and influence, we cannot achieve anything without you and our other key partners
