Local Housing Strategy 2023–2028 - 2025-26 Progress Update
North Ayrshire Council · 29 September 2026
Back to Cabinet — 29 September 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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NORTH AYRSHIRE COUNCIL 29 September 2026 Cabinet Title: Local Housing Strategy 2023–2028: 2025/26 Progress Update Purpose: To provide Cabinet with an annual update on progress of the Local Housing Strategy 2023-2028 and to seek approval for the update to be submitted to Scottish Government. Recommendation(s): It is proposed that Cabinet: (i) notes the content of this report and progress against the LHS Action Plan detailed in appendix 1; (ii) approves the addition of the two new actions outlined at para 2.50-55 and detailed in appendix 2; and (iii) approves submission of the LHS update to the Scottish Government. 1. Executive Summary 1.1. The Housing (Scotland) Act 2001 places a statutory duty on local authorities to produce a Local Housing Strategy that sets out its strategy, priorities, and plans for the delivery of housing and related services. 1.2. The North Ayrshire Local Housing Strategy 2023–2028 was approved by Cabinet on 13 June 2023 and sets out the strategic priorities for tackling housing issues in the area during the five-year period. 1.3. The Local Housing Strategy enables the Council to monitor progress against national and local priorities. It is a statutory requirement for a Local Housing Strategy to be kept under review; the Scottish Government expects all local authorities to review and report on progress annually. 1.4. This report provides an overview on progress made to date on the delivery of the Local Housing Strategy 2023-2028. 1.5. Members are invited to note the contents of the report, with the addition of two new actions, and approve submission of the LHS update to the Scottish Government.
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2. Background 2.1. The Housing (Scotland) Act 2001 sets out local authorities’ duties to prepare a Local Housing Strategy which details the Council’s strategy, priorities, and plans for the delivery of housing and related services. The 2001 Act states that the Local Housing Strategy must be: • supported by an assessment of housing provision, including the need and demand for housing-related services; • submitted to Scottish Ministers; and • kept under review by the Council. 2.2. The Scottish Government expects all local authorities to review and report on progress annually. 2.3. The North Ayrshire Local Housing Strategy 2023-2028 was approved by Cabinet on 13 June 2023 and sets out the strategic ambition for Housing in North Ayrshire: “we want all our people to live in the right homes, in great places, with access to any support services they need”. Four overarching outcomes were developed to achieve this ambition, which align to our Council Plan and the four key strategies in the Scottish Government’s ‘Housing to 2040’ vision: • Outcome 1: More homes at the heart of great places – Our places support thriving and inclusive communities; • Outcome 2: Affordability and choice – Our people have affordable homes in the places they choose to live; • Outcome 3: Affordable warmth and zero emissions – Our homes are energy efficient and release less emissions; • Outcome 4: Improving the Quality of our Homes – Our homes are in good condition and people can access any support services they need. 2.4. The Housing (Scotland) Act 2025 (‘the Act’) was passed by the Scottish Parliament on 30 September 2025 and received Royal Assent on 6 November 2025. The Act makes changes in the law including protections for tenants, preventing homelessness, and other housing matters. 2.5. Officers in Housing, with support and assistance from partner services, are continuing to plan for the implementation of new legislation and changes to existing legislation, as set out in the Act. Elected members received an overview of the Act and its implications on 21 May 2026. Housing managers continue to review emerging regulations and guidance, and participate in national forums and events, to ensure North Ayrshire’s position and particular challenges are recognised as regulations and national guidance is developed. 2.6. Whilst North Ayrshire Council has not declared a housing emergency, it
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recognises the significant housing challenges being experienced across Scotland and continues to work collaboratively with key service partners and the Scottish Government to better understand the local and national factors contributing to these pressures, and to identify appropriate responses through strategic planning and service delivery. 2.7. The development of Local Housing Plans will support the Council's response to the housing emergency and the preventative approach promoted through the Housing (Scotland) Act 2025. These plans will provide a locality/town-based assessment of housing need, demand, supply and investment priorities, helping to identify pressures early, inform investment decisions, and support sustainable communities. 2.8. A pilot Local Housing Plan is currently being developed for Kilwinning. The plan considers six key themes and provides a strategic assessment of current and future housing needs, housing supply and planned investment. The draft plan is currently being reviewed by Housing Services and partner services prior to wider consultation. Learning from the pilot will inform the rollout of Local Housing Plans across North Ayrshire and provide a robust local evidence base to support the preparation of the next Local Housing Strategy, ensuring future strategic priorities and investment decisions are informed by the specific housing needs and challenges within each locality. Achievements to Date 2.9. To measure the outcomes of the Local Housing Strategy 2023-28 an action plan was developed, with annual reviews approved by Cabinet in 2024 and 2025. The action plan now contains 45 actions (see Appendix 1), each with their own desired outcome and target date. The strategy is in its third year of implementation and there have been a number of successes within the action plan to date. These are grouped under each of the approved LHS outcomes noted at paragraph 2.3: Outcome 1 – More homes at the heart of great places 2.10. The Local Housing Strategy aims to support the Council’s Community Wealth Building approach and Regeneration Delivery Plan to make our area more successful for everyone, improving our places, establishing thriving town centres, supporting health and well-being, and providing more opportunities for a better quality of life. Housing can make a strong contribution to regeneration by contributing to positive health outcomes and supporting a sense of community. The Council has utilised its role as a major house builder in North Ayrshire to maximise local employment and training opportunities. As at March 2026, ten week-long work experience placements have been delivered at the Council's Ayrshire Central housebuilding site. The main contractor and its subcontractors have supported local employment opportunities through the recruitment of local apprentices. In addition, the main contractor has provided a broad programme of employability and careers-focused sessions, helping to promote skills development and awareness of career pathways within the construction sector.
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2.11. A total of 19 new homes were delivered during 2025/26 by the Council and our Registered Social Landlord (RSL) partners, as follows: Development Number of Homes Additional Comments Stanecastle, Irvine 13 This development replaced the former Stanecastle Primary School James McFarlane, Ardrossan 2 This development replaced the former James McFarlane Primary School Laburnum Avenue, Beith 4 Regeneration project 2.12. The Council’s new build project at the former Garnock Academy site delivered 50 homes between April and July 2026, bringing the development to full completion. 2.13. In addition, works are currently underway at the following developments: • Ayrshire Central Hospital, Irvine - NAC (202 units) • King’s Arms, Irvine – NAC (6 units) • Nelson Street, Largs – NAC (3 units) • Redburn Place, Irvine – Cairn HA (9 units) • Springbank, Brodick – Trust HA (26 units) 2.14. The Council developments listed above contribute to the Council’s latest commitment to deliver 1,666 new homes. The Strategic Housing Investment Plan (SHIP) 2026-2031, approved by Cabinet in October 2025, sets out the Council’s and its partners’ commitment to deliver new affordable homes in North Ayrshire, supporting the Scottish Government’s target to deliver 110,000 new affordable homes by 2032. The revised SHIP 2027-2032 will be presented to Cabinet on 27 October 2026. 2.15. Private developers delivered 385 new homes during 2025/26 at active sites, bringing the number of units delivered by the private sector to 918 since April 2023. Development is underway at all five new sites allocated by LDP2, which together will deliver over 1,000 private sector homes in addition to other active sites including Montgomerie Park and West Byrehill. The 2024/25 Housing Land Audit was published in November 2025. 1,023 further private sector homes are programmed to be built in the three years to April 2028, which would take the total number delivered during the LHS plan period to 1941. Outcome 2 – Affordability and choice 2.16. North Ayrshire Council established the Arran Housing Task Force (AHTF) in 2022 to assess demand for affordable housing on Arran and identify housing- related challenges that may be constraining economic growth. The AHTF comprises representatives from the Scottish Government, Highlands and Islands Enterprise, local community organisations, and Arran's registered social
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landlords. The AHTF developed and launched the Arran Housing Survey on 31 January 2025. The survey sought views from a wide range of stakeholders, including Arran residents, employees and employers, landlords, second-home owners, owners of empty homes and short-term lets, and individuals interested in moving to the island. The findings were intended to inform future housing provision and policy development on Arran. Following the survey's closure, the responses were analysed by the Council's Housing Strategy Team, with the final report approved by the AHTF in 2026. Since the end of the 2025/26 reporting year, the Chair and Vice-Chair agreed to pause AHTF meetings for an initial period of one year. The AHTF has played an important role in supporting housing discussions and identifying opportunities to address housing challenges on Arran. The agreed pause will provide an opportunity for a number of significant housing interventions and developments to progress, with continued oversight being maintained through the Arran Locality Plan Partnership. A review will be undertaken after one year to evaluate progress across key projects and initiatives, assess their impact on housing need and demand, and inform decisions on whether the AHTF should be reconvened, or alternative governance arrangements considered. 2.17. Through partnership working with Minority Ethnic Carers of People Project (MECOPP), Education, Money Matters, NHS and the Tenant Participation Team, support was provided to the Gypsy/Traveller community throughout 2025/26. The Tenant Participation Team met six times with the Redburn Residents Group, enabling residents to influence service delivery and contribute to engagement activities, including North Ayrshire Network meetings and the Tenant Information Service (TIS) reaccreditation process. Additional support helped residents to access welfare benefits, grants and healthcare services, while weekly tutor visits and monthly GP clinics improved access to education and health provision on site. 2.18. The redevelopment of Redburn Grove, Irvine, was included as a priority project within the Strategic Housing Investment Plan (SHIP) 2026-2031, which was approved by Cabinet in October 2025. The outcome of an ongoing feasibility study will inform the scope and viability of future site redevelopment proposals and determine next steps. 2.19. All Housing staff have successfully completed North Ayrshire Council's mandatory Equality and Diversity 2026 training module through iLearn. Opportunities for continuous professional development are further supported through partnership learning initiatives and access to further education opportunities provided by the Housing Learning Academy. 2.20. Housing Advice Officer (Prevention) posts have focused on reducing youth homelessness through early intervention, partnership working, and the development of referral pathways. In 2025/26, homelessness applications from 16 to 25-year-olds reduced from 290 to 188, a decrease of 35.17%. Officers also provide regular housing advice sessions at Kilwinning College and contribute to multi-agency groups supporting prevention, education, early intervention, and youth employability.
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2.21. During 2025/26, a total of 28 Housing First tenancies were created, exceeding the annual target of 20 new tenancies. This increased the cumulative number of Housing First tenancies delivered during the first seven years of the programme to 151 by 31 March 2026. In recognition of continued progress and demand, the annual delivery target for Year 8 has been increased to 25 new tenancies. Of the 151 tenancies delivered by the end of Year 7, 143 were provided by North Ayrshire Council, three by Riverside Homes, and five by Cunninghame Housing Association. 2.22. The new North Ayrshire Allocation Policy was approved by Cabinet on 30 September 2025 and implemented on 1 November 2025. The new policy was devised following regular meetings between representatives from North Ayrshire Council and the area's four local housing associations (Cairn Housing Association, Cunninghame Housing Association, Riverside Scotland, and Trust Housing Association), as well as consultation with tenants. The policy defines how social housing in North Ayrshire will be allocated and aims to: • maximise efficient use of North Ayrshire Housing Register (NAHR) housing to respond to local housing needs, demands and aspirations • prioritise applicants assessed as having the greatest housing need • support the development of active, inclusive and resilient communities through the allocation of housing • ensure we are fair, transparent, and consistent in our approach to the allocation of all NAHR housing • meet all legislative and regulatory requirements for the allocation of housing in North Ayrshire • ensure housing allocations take account of equality considerations by removing barriers, supporting fair access for applicants with different needs and circumstances, and helping to reduce disadvantage across North Ayrshire. 2.23. During 2025/26, the Council acquired four properties through the Strategic Housing Investment Plan (SHIP), Riverside Housing Association acquired a further four properties and Cunninghame Housing Association acquired two properties. In addition, Trust Housing Association acquired three homes on Arran through the Rural Affordable Homes for Key Workers Fund, which remains available until 2028. Outcome 3 – Affordable warmth and zero emissions 2.24. For each new Council housing development identified within the Strategic Housing Investment Plan (SHIP), an options appraisal is undertaken during the design and planning stage to identify the most appropriate sustainability measures. This process aims to reduce fuel poverty for tenants while supporting the Council's commitment to achieving its net zero targets. 2.25. Our most recent developments incorporate air source heat pumps, enhanced fabric measures and solar PV panels. Site-specific assessments were carried
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out to ensure that these measures deliver affordable running costs for tenants while also contributing to the Council’s net zero ambitions. 2.26. North Ayrshire Council’s approach to reducing fuel poverty focuses on a combination of preventative and targeted interventions which improve the energy efficiency of homes, particularly older housing stock, while supporting residents to manage rising energy costs. This includes delivering funded retrofit programmes through schemes such as Area Based Schemes (ABS) and Energy Company Obligation (ECO), alongside providing energy advice, welfare support and income maximisation services. The Council also seeks to align its fuel poverty activity with wider climate change and net zero objectives, ensuring investment delivers both social and environmental benefits. Delivery is underpinned by a targeted, place-based approach. The current focus is on scaling up retrofit delivery, building on learning from recent pathfinder projects, while continuing to ensure that residents can access immediate financial assistance, energy advice and wider support services. 2.27. North Ayrshire Council responded to Scottish Government’s consultation on the draft Social Housing Net Zero Standard (SHNZS) in February 2024. The new standard has not yet been published but is expected to require increased fabric performance and replacement of ‘polluting’ heating systems with ‘clean’ heating systems in our housing stock. The proposals have significant implications for the Council’s housing asset management approach and 30-year HRA Business Plan, including cyclical replacement of heating systems and other fabric elements e.g., window, roof, and insulation programmes. While the implementation of the new Scottish Housing Net Zero Standard (SHNZS) has been delayed, the Council remains committed to improving the quality and energy efficiency of its housing stock. Investment continues in measures such as solar PV, upgraded heating systems and external wall insulation, supporting both net zero ambitions and efforts to reduce fuel poverty among tenants. 2.28. A pathfinder project is in progress to review the financial, technical and customer implications associated with the emerging standard. The project focuses on the traditional housing stock built between 1945 and 1960 which makes up approximately 75% of the stock profile. The initial properties have been surveyed, and MAST architects have issued their recommendations and will agree a proposed scheme of works for each property. A suitable contractor is currently being procured to provide monitoring within the properties, with a budget of £0.55m allocated for this project. Outcome 4 – Improving the quality of our homes 2.29. Property Management & Investment (PMI) continues to progress implementation of the Housing Asset Management Plan, with activity focused on strengthening governance, improving asset data quality, and aligning investment planning with affordability, compliance, and sustainability priorities. The HAMP was formally reviewed and approved by Cabinet in December 2025 and underpins the Housing Revenue Account (HRA) Business Plan, ensuring that capital investment and maintenance programmes are informed by a strategic, evidence-based approach. Delivery is overseen through established
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governance arrangements, including the Housing Asset Management Board (HAMB), with an emphasis on the use of data to drive asset management. Performance Measure 2025/26 2024/25 2023/24 Gas Safety 100.00% 99.99% 99.79% Smoke Detection 100.00% 100.00% 99.99% Electrical Testing 99.16% 97.65% 78.71% 2.30. The views of stakeholders on the need for a target for the delivery of accessible homes within the private sector have been taken into account in the LDP Evidence Report, which was approved by the LDP Committee in December 2025. The Evidence Report states the Council is minded not to include a blanket minimum target for the provision of accessible housing with private developments across North Ayrshire within LDP3. Rather, we will ask developers to demonstrate how their proposals for new homes contribute to delivering accessible, adaptable and wheelchair accessible homes as part of the Statement of Community Benefit (as required by NPF4 policy 16 b). 2.31. The Council approved the revised Scheme of Assistance in June 2026. The 2026 Scheme incorporates the amendments to the Repairing Standard introduced on 1 March 2024, promotes positive outcomes for people with autism within the private housing sector, and strengthens the focus on inclusive engagement with hard-to-reach groups. The document is available on the NAC website, ensuring that the information can be accessed in formats appropriate for people with literacy, sensory, and communication requirements. Areas of Future Focus 2.32. Priorities that require further action, and will be implemented during the remaining lifespan of the Local Housing Strategy 2023-2028, are as follows: Outcome 1 – More homes at the heart of great places 2.33. The Council’s Resource Planning Assumption for 2026/27 to 2029/30 has been confirmed as £70.659m for the period. The uplifted budget (when compared to the estimate within the SHIP 2026-2031) will support the delivery of prioritised projects and the shadow programme. Officers continue to explore alternative/additional mechanisms to support affordable housing delivery. 2.34. The Council’s 43-unit newbuild housing development at Fullarton, Irvine is due to be tendered imminently. In addition, procurement is underway for a further 188 units at Montgomerie Park, Irvine and 6 units at Nursery Place, Ardrossan, bringing the total number of units in the development pipeline to 237. Outcome 2 – Affordability and choice 2.35. The Homelessness Prevention Strategy 2026–2031 is currently being finalised, following a comprehensive programme of consultation and engagement with
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Council services, partner organisations, community groups, and individuals with lived experience of homelessness. Feedback received through this process has informed the final Strategy and accompanying Delivery Action Plan, including the priority actions identified for implementation in Year 1. The Strategy is scheduled for consideration by Cabinet in late 2026. The Homelessness Task Force continues to provide strategic oversight of the development and implementation of the Strategy, including consideration of the Delivery Action Plan and associated implementation arrangements. The Strategy has been developed to align with the homelessness prevention duties introduced through the Housing (Scotland) Act 2025 and provides the framework for progressing a preventative, partnership-based approach to addressing homelessness across the area. 2.36. Under the proposed 'Ask and Act' duties in the Housing (Scotland) Act 2025, public bodies will be required to ask about a person's housing situation early and take meaningful action to prevent homelessness. The £4million national Test and Learn Prevention Pilot Fund support public bodies and their third sector partners to test and scale new approaches to early intervention. In North Ayrshire, the 'Early Doors' pilot is being managed by the North Ayrshire Homelessness Task Force. Task Force members include representatives from Housing Services, Community Housing Advisory Project (CHAP), North Ayrshire Health and Social Care Partnership (NAHSCP) and Education Services, with CHAP acting as the lead organisation. This pilot, which launched on 5 February 2026, is a 12-month pilot initiative and will focus on providing earlier support to people in the private rented sector, where many households in North Ayrshire face the real risk of losing their home. The pilot is progressing through phase 2, with 125 referrals received by 30 June 2026. The pilot has since been extended to Addiction Recovery & Justice Services, and staff can now refer clients to the service. 2.37. In November 2025, a Lead Officer for the Violence Against Women Partnership was appointed. Development of the North Ayrshire VAW Strategy and Action Plan commenced in March 2026 and will be aligned to the Delivering Equally Safe National Strategy. 2.38. The Council is working collaboratively with key partners to develop a hospital discharge pathway that aligns with the proposed "Ask" and "Act" duties within forthcoming homelessness legislation. This approach will strengthen partnership working, support earlier identification of housing needs, and promote timely interventions to prevent homelessness. It will also help ensure that a patient's housing circumstances are considered at the point of admission and throughout their hospital stay. Discussions are ongoing regarding the establishment of a dedicated housing role for hospital discharge cases. The purpose of this post would be to identify and address housing-related issues affecting patients at the earliest opportunity, facilitating homelessness prevention wherever possible. The postholder would also lead the development and implementation of the hospital discharge pathway, ensuring effective coordination between health, housing and other relevant partners.
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2.39. In 2023/24, North Ayrshire's tenancy sustainment rate for homeless households fell to 84.02%, representing the lowest level recorded locally at that time. Since then, performance has improved steadily, increasing to 87.5% in 2024/25 and 89.8% in 2025/26. Tenancy sustainment figures reported in 2025/26 are based on tenancies that commenced during 2024/25 and remained in place for at least 12 months. Of the 449 tenancies created during 2024/25, 389 were successfully sustained, resulting in the overall tenancy sustainment rate of 89.8%. 2.40. For households allocated housing through homelessness legislation, the sustainment rate was 87%. By comparison, the latest Scottish average is 92% for all tenants, and 91% for formerly homeless households. While performance remains below the current Scottish average, the direction of travel is positive, with tenancy sustainment improving year on year. This suggests that measures introduced to strengthen prevention, housing support and early intervention are beginning to have a positive impact on tenancy outcomes. 2.41. Since the end of the reporting period, North Ayrshire Council has implemented a revised service delivery model for Housing Support and Temporary Accommodation services. The revised approach provides a clearer distinction between roles, with Housing Support Officers focusing on assessing needs, coordinating support, and working in partnership to address the wider factors that can place a tenancy at risk, while Temporary Accommodation Officers will focus on accommodation and property management responsibilities. The change is intended to strengthen early intervention, provide more targeted support for households with complex needs, and improve multi-agency working, with the overall aim of increasing tenancy sustainment and reducing repeat homelessness. 2.42. Due to current housing market conditions, the Council has experienced increasing challenges in acquiring properties through the open market, with strong competition and limited availability reducing opportunities for purchase. To maximise acquisitions and minimise missed opportunities, officers are taking a proactive approach by working closely with estate agents, developers and the Council’s Private Sector Team to identify suitable properties, including long- term empty homes, that could be brought back into use as social housing. 2.43. The Housing Acquisition Strategy was presented to Cabinet in June 2026 and places a renewed focus on the identification, acquisition, and bringing back into use of long-term empty homes as a key mechanism for increasing the supply of available housing stock and meeting local housing need. 2.44. NAC and RSLs continue to work collaboratively to identify appropriate properties for acquisition through the Rural Affordable Homes for Key Workers Fund. This partnership approach supports the expansion of affordable housing provision on the islands and helps to meet local housing need while increasing the availability of homes for key workers and the wider community. Outcome 3 – Affordable warmth and zero emissions
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2.45. In preparation for the implementation of Awaab's Law on 6 October 2026, the Council is reviewing its existing dampness and mould processes for Council tenancies, to ensure compliance with the new legislative requirements. This will build on the current approach, whereby trained officers assess reported cases, identify underlying causes, and determine the remedial actions required. 2.46. A programme of improvement activity is also being progressed to strengthen the Council's capacity, oversight, and assurance arrangements. This includes the development of enhanced case management and reporting systems to improve the monitoring and tracking of dampness and mould cases from initial notification through to resolution. Targeted training will continue to be delivered to relevant staff to ensure knowledge and responsibilities are aligned with the requirements of the new legislation. 2.47. In recognition of the anticipated increase in demand arising from Awaab's Law, additional staffing resources are being recruited to support inspection, remedial, and reporting functions. Contractual arrangements are also being developed to provide supplementary delivery capacity during periods of high demand and to help ensure statutory timescales can be achieved. Alongside these measures, a communications programme will be implemented to ensure tenants are aware of the Council's responsibilities and response arrangements under the new legislation. Outcome 4 – Improving the quality of our homes 2.48. Housing staff are being supported to identify and respond to tenants’ longer- term support needs, including those associated with neurodiversity, through targeted training, person-centred assessments, reasonable adjustments, enhanced recording of communication preferences, and clear referral pathways to specialist services. This is increasing staff capability and confidence in recognising early indicators of tenancy risk, identifying property condition concerns, enabling the provision of tailored interventions that support tenancy sustainment, and improve access to appropriate services. This approach will be embedded within existing service delivery arrangements, including routine home visits undertaken by Housing Officers and Housing Support Officers, and through the established locality working model within Housing Services. This will ensure a consistent, proactive and person-centred approach to service delivery across all localities, supporting the identification of tenants’ long-term needs at an early stage and contributing to the sustainability of properties, tenancies, and improved housing outcomes. 2.49. The Sheltered Housing Reprovisioning Programme is continuing, ensuring that accommodation continues to meet the needs of current and future residents. Progress is being made across several key projects, with a main contractor appointed for the refurbishment of Laigh Court, Beith, where works commenced on 1 June 2026. The procurement process for a main contractor for Vineburgh Court, Irvine is currently underway, with refurbishment works expected to begin in autumn 2026. Looking ahead, consultation on the final plans for Moorburn Park, Largs was completed in autumn 2025, with works scheduled to commence in early 2027. In addition, final plans are currently being prepared
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for Regal Court, Dalry and Heathfield House, Irvine. These investments will support the ongoing refurbishment and modernisation of sheltered housing complexes across North Ayrshire, helping to improve the quality, accessibility and sustainability of accommodation for older people. New Actions 2.50. To ensure the Local Housing Strategy 2023-28 continues to deliver on the outcomes set out for North Ayrshire, two new actions have been developed for adoption within the Strategy (see appendix 2). The additional actions have their own desired outcome and target date for achieving the desired outcome. The additional actions are as follows: 2.51.LHS_NEW01. Embed North Ayrshire's Child Poverty values and outcomes across housing strategy, policy development, and service planning. Child poverty remains a significant challenge within North Ayrshire and has a direct impact on housing need, affordability, health, educational attainment and wider life chances. Housing services have a key role in preventing and mitigating the impacts of child poverty through the provision of affordable homes, homelessness prevention, tenancy sustainment support, and the delivery of inclusive, accessible services. Embedding child poverty values and outcomes within housing strategies, policies and service plans will support a consistent, preventative approach to decision-making, ensuring that housing interventions contribute to reducing inequalities, improving opportunities for children and families, and delivering on the priorities set out within the Children and Families Plan 2026-29. 2.52. LHS_NEW02. Complete and submit North Ayrshire's Rent Conditions Assessment Report to Scottish Ministers in accordance with the Housing (Scotland) Act 2025. The Housing (Scotland) Act 2025 introduces the framework for the designation of Rent Control Areas (RCAs). Within a designated RCA, rent increases for applicable private rented properties are limited to the ‘permitted rate’, which is the lower of Consumer Price Index (CPI) plus 1% and 6%. The Act places a duty on local authorities to undertake periodic assessments of rent conditions within their area in relation to relevant tenancies. A relevant tenancy is a private residential tenancy (PRT) under the Private Housing (Tenancies) (Scotland) Act 2016 or an assured tenancy under the Housing (Scotland) Act 1988. 2.53. Following completion of an assessment, local authorities must submit a report to Scottish Ministers detailing the findings of the assessment, whether the authority recommends that all or part of its area should be designated as a Rent Control Area, and the reasons for any such recommendation. A local authority may only recommend the designation of a Rent Control Area where it considers that controlling the rate at which rents are increasing is necessary to protect the social and economic interests of tenants in the area.
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2.54. The first rent conditions assessment report must be submitted to Scottish Ministers by 31 May 2027. After considering the report, Scottish Ministers may designate all or part of the local authority area as a Rent Control Area. The Act requires subsequent assessments and reports to be undertaken at least every five years, with provision for further reporting where required. 2.55. Scottish Government guidance to support local authorities in undertaking these assessments is currently expected in September 2026, with the associated data pack anticipated in late November/December 2026. Given the relatively short period between receipt of the data pack and the statutory submission deadline, this presents a challenging timetable for local authorities. Officers will continue to engage with the Scottish Government regarding implementation arrangements and reporting requirements. 2. Proposals 3.1. It is proposed that Cabinet: (i) notes the content of this report and progress against the LHS Action Plan (appendix 1); (ii) approves the addition of the two new actions outlined at para 2.50 – 2.55 and detailed in appendix 2; and (iii) approves the submission of the LHS update to the Scottish Government 4. Implications/Socio-economic Duty Financial 4.1. Any financial implications arising from the projects and initiatives included within the Local Housing Strategy 2023-2028 are accounted for within existing capital and revenue budgets. Business cases will be developed to support any new initiatives, as required. Human Resources 4.2. The Local Housing Strategy 2023-2028 is delivered by North Ayrshire Council staffing and complemented by external expertise, where required. Legal 4.3. The development and monitoring of the Local Housing Strategy 2023-2028, which sets out its priorities and plans for the delivery of housing and related services in North Ayrshire, ensures compliance with the Housing (Scotland) Act 2001.
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Equality/Socio-economic 4.4. The provision of good quality housing through the actions set out in the Local Housing Strategy 2023-28 has a positive impact upon older people, children, younger people, people with disabilities and households in fuel poverty. There are no negative or discriminatory effects on any of the equality groups as a result of the implementation of the strategy. Climate Change and Carbon 4.5. The Local Housing Strategy will continue to support the Sustainable North Ayrshire Strategy 2024 - 2027,which aims to eradicate fuel poverty and achieve net- zero carbon status by 2030. Key Priorities 4.6. The Local Housing Strategy continues to support the Council Plan strategic priorities: ‘Wellbeing;’ ‘Climate Change;’ ‘A Sustainable Council;’ and ‘Communities and Local Democracy.’ There is evidence that children and young people can benefit from improved cognitive development and a reduction in behavioural issues through living in a more attractive, warmer, and better ventilated environment. The strategy also aims to support our island communities and their economies. Community Wealth Building 4.7. A number of the initiatives detailed within the Local Housing Strategy continue to result in North Ayrshire Community Benefits through training and employment opportunities delivered through; the Council’s house building programme, the wider Strategic Housing Investment Plan, Sheltered Housing reprovisioning programme and through the Estate Based Regeneration programme. Islands Communities Impact Assessment (ICIA) 4.8. The Local Housing Strategy acknowledges that there are unique impacts faced by our islands and includes measures to address these. Whilst some policy interventions will be tailored to our islands, it is to ensure the islands enjoy the same opportunities as living on the mainland. United Nations Rights of the Child (UNCRC) 4.9. The Local Housing Strategy affects children and young people indirectly. The following groups of children and young people have been identified as those potentially affected by the Local Housing Strategy: • From low-income households
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• Living in deprived areas • At risk of homelessness or homeless • Victims of domestic abuse/part of a family affected by domestic abuse • Looked after/accommodated children and young people • Care experienced young people/young people leaving care • Those with a protected characteristic The strategy acknowledges the legislative links at a national level, such as the Children and Young People (Scotland) Act 2014 and the Getting it Right for Every Child policy. At a local level, we acknowledge the link between the strategy, the Council Plan, the North Ayrshire Children’s Services Plan, and the North Ayrshire Child Poverty Action Plan. Consumer Duty 4.10. ‘None’ 5. Consultation 5.1 The 2025/26 update on LHS 2023-2028 has been prepared by gathering information from various project leads across Council Services, as well as partner RSLs. David W. Hammond Executive Director (Communities & Housing) For further information please contact Fiona Ellis, Senior Manager (Housing Strategy & Development), on 01294 324031. Background Papers Local Housing Strategy 2023-2028 Customer Participation Strategy 2023-2028 Strategic Housing Investment Plan 2026-2031 Housing Acquisition Strategy Housing (Scotland) Act 2025
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 1 Collaboration LHS_01. Review and update our Tenant Participation Strategy to: • Ensure inclusive engagement with hard-to-reach groups • Ensure our literature is available in a format that is suitable for people with literacy and / or sensory / communication issues Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to A refreshed Tenant Participation Strategy is adopted by the Cabinet of North Ayrshire Council Housing Services Customer Participation Strategy 2023- 2028 was approved by Cabinet on 13 June 2023 where the following three priorities were approved. During 2025-26 the following took place: Priority 1 – Engage and Inform • Tenant Satisfaction Survey carried out by Knowledge Partnership on behalf of North Ayrshire Council’s Housing Service (NAC). • Implemented Tenant Satisfaction survey action plan • Ongoing engagement with members of the North Ayrshire Network, North Ayrshire Inspection Panel and Service Improvement Groups. • Utilised Libraries app and Care Experienced app to include Housing Services information. • Further developed our social media platforms by introducing WhatsApp broadcast channel with 384 followers. • North Ayrshire Network refreshed to incorporate members of our Service Improvement groups, Gypsy Travellers and relevant staff from seldom heard groups. • TP Leaflets were issued to 500 of our new build properties offering opportunities to participate for new tenants. • Plan development of Customer Participation Strategy 2029-34 (incl. action plan). • Continue to develop new North Ayrshire Network. • Explore ways to record transactional feedback. • Explore Tenant Participation Advisory Service (TPAS) reaccreditation. • Develop approach to mystery shopping and customer experience. • Implement Customer Charter 2023+ 31 March 2028 Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Housing, Customer Engagement & Support)
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 2 • TP card included in New Tenant Packs to increase opportunities. • Up to 2,002 tenants on the Interested Tenants Register. Priority 2 Empower and Influence • Delivered virtual staff briefing and training sessions on covering the Customer Participation Strategy and action plan. • Capacity building training sessions delivered within communities. • Increased membership within each of the Service Improvement Groups. Priority 3 – Evolve and Innovate • Successfully retained Tenant Information Service reaccreditation ‘Gold ‘level. • Further developed partnership working with stakeholders and other agencies. • Delivered presentation on best practice to Scotland's Housing Network’s Community & Resident Engagement Community of Practice on 18/06/2025. • TP team supported with Scottish Housing Day duties on 17/09/2025. • Delivered presentation session at CIH Housing Festival March 2026. LHS_02. Develop Local Housing Plans to better understand the needs of our neighbourhoods in North Ayrshire Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 3 Development of local housing plans for each locality/ town to identify and support the needs of current and future residents of North Ayrshire The first pilot Local Housing Plan is being prepared for Kilwinning. The Local Housing Plan addresses six key themes, aiming to provide a strategic assessment of current supply, demand, and planned investment to ensure that housing in Kilwinning continues to meet the needs of existing and future residents. The Kilwinning Local Housing Plan is currently in draft form, and feedback is being gathered from Housing Managers and other services prior to further consultation. • Develop a timetable for future areas. • Continue the development of the pilot Kilwinning LHP 31 March 2028 Senior Manager (Housing Strategy & Development) Team Manager (Housing Strategy) LHS_03. Collaborate with the Scottish Government to end the national housing emergency Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to A housing emergency is not declared in North Ayrshire Continued collaboration and information sharing with key service partners and the Scottish Government has helped improve understanding of the factors contributing to the current situation. North Ayrshire Council's position remains unchanged, and it has not declared a housing emergency. • May 2026 – North Ayrshire Homeless Services working in collaboration with ALACHO to determine useful national data set to promote informed discussions with Scot Gvt. • Development of Temporary Accommodation/ Housing Support Performance Management Framework, which will be incorporated into current homeless PMF to help identify key priority to help with 31 March 2028 Senior Manager (Housing Strategy & Development) Team Manager (Housing Strategy) Team Manager (Temporary accommodation/ Housing Support and Hostel)
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 4 homeless prevention. LHS_04. Ensure the Housing (Scotland) Act 2025 legislation is embedded in all our policies and procedures Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to The new Housing Act legislation is implemented in North Ayrshire Implementation planning for the Housing (Scotland) Act 2025 is progressing across Housing and partner services. Elected Members received an overview of the Act and its implications on 21 May 2026, and Team Managers continue to review emerging regulations and guidance, and participate in national forums and events, to ensure North Ayrshire’s position and particular challenges are recognised as regulations and national guidance is developed. Partnership engagement has focused on preparing for the new homelessness prevention and ‘Ask and Act’ duties, including awareness activity with relevant services and continued oversight through the Homelessness Task Force. The Homelessness Prevention Strategy has now completed consultation and is being finalised alongside its delivery action plan. The strategic membership of the Homelessness Task Force continues to be utilised to support collaborative working across services, with a focus on preventing homelessness and implementing the new prevention duties. • Monitor regulations as and when they are issued by the Scottish Government. • Partnership information-sharing approach implemented with regards to ‘Ask and act’ duties. • Homeless Prevention Strategy to be presented to Cabinet during Q4 2025/26 pending review. 31 March 2028 Senior Manager (Housing Strategy & Development) Team Manager (Housing Strategy) Team Manager (Homeless Prevention and Housing Advice Manager) Team Manager (Temporary Accommodation, Housing Support and Resourcing) More homes at the heart of great places LHS_05. Use our role as a major house builder to maximise local employment and training opportunities, and encourage our partners to do the same Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 5 Training and employment opportunities are available for local people The Council is committed to improving socio-economic and environmental outcomes through community benefits within its procurement activity and has a community benefits policy in place. The policy aligns with Council priorities, most notably those captured in the 2024-2027 Community Wealth Building Strategy and Local Outcome Improvement Plans. Community benefits are mandatory for all Council contracts above £500,000, therefore are included in all social housing development contracts. For example, ten week-long work experience placements have taken place at the Council’s Ayrshire Central housebuilding site as at March 2026. The contractor and their sub-contractors employ local apprentices. The main contractor has also delivered a wide range of employability and career sessions. Our Registered Social Landlord (RSL) partners are encouraged to use Community Benefits Clauses in construction and other tenders during scheduled update meetings and at site nomination. • Continue to work with the employability team to further explore joint initiatives and employability opportunities for the wider community. • Continue to collaborate with our contractors to ensure local contractors are used where possible. 2023+ 31 March 2028 Senior Manager (Housing Strategy & Development) Team Manager (Affordable Housing & Regeneration) LHS_06. Deliver 1,643 new units of social housing Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to 1,643 new homes are developed The SHIP 2026-2031 approved at Cabinet in October 2025 increased the previous target of 1,643 units to 1,666 new units by 2031. This reflected the addition of the Redburn Grove, Irvine and Guthrie Road, Saltcoats redevelopments. 975 new Council homes have been delivered as at 31 March 2026 against the 1,666 target. 19 new Council homes were delivered during 2025/26. The Council’s Resource Planning Assumption for 2026/27 to 2029/30 has been confirmed as £70.659m for the period. The uplifted budget (when compared to the estimate within the SHIP 2026-2031) will support the delivery of prioritised projects and the shadow programme. Officers continue to explore • Work continues on site to progress to deliver 202 units at Ayrshire Central, Irvine. • Garnock Academy, Kilbirnie and King’s Arms, Irvine to complete during 2026/27. • Explore alternative/additional mechanisms to 2028 31 March 2031 (updated 2026 to align with SHIP 2026-2031) Senior Manager (Housing Strategy & Development) Team Manager (Affordable Housing & Regeneration)
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 6 alternative/additional mechanisms to support affordable housing delivery. support affordable housing delivery. • Deliver remaining programme to deliver 1,666 units by 2031. LHS_07. Deliver 1,300 new units of private sector housing Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to 1,300 new private homes are developed Private developers delivered 385 homes during 2025/26 – an increase of 105 on the previous year and bringing the total number of units delivered by the private sector to 918 since April 2023. Development is underway at all five new sites allocated by LDP2, which together will deliver over 1,000 private sector homes in addition to other active sites, including Montgomerie Park and West Byrehill. The 2024/25 Housing Land Audit was published in November 2025. 1023 further private sector homes are programmed to be built in the three years to April 2028, which would take the total number delivered during the LHS plan period to 1941, which significantly exceeds the 1,300 target. • Prepare 2025/26 Housing Land Audit and update programming • Continue to work with private developers to deliver 1,300 new private homes target by 2028. 31 March 2028 Senior Manager (Planning) Strategic Planning Manager LHS_08. Consider opportunities to provide homes in and around our town centres Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Housing is developed in or around town centres, where feasible Work will complete during late Summer/early Autumn 2026 to deliver six new flats at the former King’s Arms public house in Irvine town centre. Refurbishment works commenced on 18 May 2026 to create three flats in Nelson Street, near Largs town centre through the SHIP. Works are expected to complete 2027/28. • Deliver further town centre homes, where feasible, during the lifespan of the SHIP. • Continue to work in partnership with the Regeneration Team to identify potential development opportunities. 2023+ 31 March 2028 Senior Manager (Housing Strategy & Development)
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 7 Affordability & Choice LHS_09. Enforce a zero tolerance approach to harrassment and abuse against equalities groups Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Every identified incidence of harassment is investigated and actioned Service Health and Safety reports are completed quarterly. Within this report all workplace incidents are outlined, with Management actions noted. Incidents of harassment and violence and aggression have increased. Sanctions are presently being reviewed in relation to behaviour. Between June and August 2025, all Housing Operational Staff have attended Health and Safety and Risk Assessment Training, which outlines reporting structures for this type of situation. From April 2026, all housing staff have been trained on Personal Resilience. The Communities and Housing Directorate has developed an action plan to address levels of violence and aggression across services. This will support more in-depth monitoring and oversight of issues as they arise. • Continued quarterly Health and Safety Reporting, full discussion and debriefing to support staff. • Establishment of sanctions across all sectors of housing. • Continued training and development of staff to increase confidence in addressing matters. • Development of further SSOW within Ardrossan Hostel that will enhance H&S. • Work ongoing to review cases placed on the CRID system. • Working with Corp H&S to procure & implement a lone working device for staff based out in the community. 2024 31 March 2028 Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Neighbourhood Housing) Team Manager, (Temporary Accommodation, Housing Support and Resourcing) LHS_10. Train our staff to understand cultural differences and challenges faced by different ethnic groups Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 8 100% of our staff are trained All staff have completed their mandatory North Ayrshire Council Equality and Diversity 2026 training module on iLearn. Evidence of completion is recorded on the HR system, Chris. On an annual basis all staff undertake both mandatory and additional learning with opportunities for partnership learning and further education through the Housing Learning Academy • New staff members will be asked to complete the mandatory module. All staff will complete this module on an annual basis • Promotion of further educational opportunities through the Housing Learning Academy • Development of a Partnership Learning Approach to provide essential skills to operational staff. 2024 31 March 2028 Senior Manager (Housing Strategy & Development) Team Mananger (Housing Innovation and Digital Development) LHS_11. Work with national agencies and local partners to ensure refugees, asylum seekers and other displaced people affected by conflict are supported to live in safety in our area Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to 100% of refugees and people displaced by conflict who are housed in our area received support NACs voluntary involvement in UK Government resettlement programmes remains paused. Refugee Resettlement Task Force partners are in the process of implementing their agreed Transition Strategies which were finalised in line with the target date of 31st March 2026. Accommodation for Ukrainian Refugees • 143 households (345 people) living within social housing • 9 households (23 people) living within private accommodation • 20 households (37 people) living within hosted accommodation across the North Ayrshire area • Currently 172 households (overall 405 individuals) • The Refugee Support Team to continue to work with CPP partners to ensure refugees and people displaced by conflict who are housed in our area receive support. • Refugee Resettlement Task Force partners to continue to work in partnership throughout 2026-27 to consider remaining resettlement services and identify priorities for 2023+ 31 March 2028 Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Housing, Customer Engagement & Support)
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 9 The 2nd Phase of the Ukrainian Permission Extension Scheme (UPE) will open as of April 2026, (in country applications only). Afghan Resettlement • 11 households (54 individuals) • Of which 7 families are still within the initial 3 years of resettlement support commitment. Asylum Dispersal • Mears have 34 properties (124 bedspaces) fully procured for use within the North Ayrshire area. • New procurement plan/target is 334 bedspaces (additional 207 bedspaces) Asylum Decisions (Discontinuations) • 15 positive (Indefinite Leave to Remain granted) asylum discontinuations issued to households (26 Individuals) placed within North Ayrshire. • 5 households (13 individuals) presented to North Ayrshire for homelessness assistance. • Received 3 homeless applications from out with North Ayrshire granted Indefinite Leave to Remain. continuation beyond March 2027. LHS_12. Engage with Gypsy / Travellers to ensure that housing solutions meet their needs Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Gypsy / Travellers needs and aspirations are reflected in all service provision Working with partner services, we delivered services to the community with Minority Ethnic Carers of People Project (MECOPP), Education, Money Matters, NHS and the Tenant Participation team. From 1 April 2025 – 31 March 2026 The Tenant Participation team met with Redburn residents’ group in six times throughout 2025-26 to maintain positive engagement and opportunities for residents to influence decision-making around site • We will continue to support Redburn residents' group to influence decision making in relation to housing service delivery as well as proposals to redevelop the site to improve tenant satisfaction. 2023 31 March 2028 Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Housing, Customer
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 10 issues and future development. This led to the group assisting Housing by attending the NAN on three occasions and with the TIS reaccreditation process. Further assistance was given to residents across to access Universal Credit as well as clothing and energy grants. We assisted with Occupational Therapist visits on site. Further assistance was also given to MECOPP to engage with Redburn Residents as well as education services with weekly tutor visits and monthly GP clinics. • Continue to work in partnership with the Scottish Government and COSLA in relation to supporting the Gypsy/Traveller community. Engagement & Support) LHS_13. Listen to Gypsy/Travellers from unauthorised encampments so that we can better understand and respond to their needs Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to 100% of Gypsy/Travellers living in unauthorised encampments are approached for a Support and Needs Assessment We have assisted families on encampments to access dental support (incl emergency dental treatment). Assisted visiting families with housing applications on four occasions. Supported requests for access to local GP surgeries and access to school placements for one family. Supported a separate family to access maternity assistance. • Continue to support encampments as they visit North Ayrshire. • Continue to work in partnership with the Scottish Government and COSLA in relation to supporting the Gypsy/Traveller community and encampments. 2023 31 March 2028 Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Housing, Customer Engagement & Support) LHS_14. Carry out an options appraisal on potential Gypsy / Traveller site improvements Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to The publication of our findings, and supporting action plan (if feasible) The redevelopment of Redburn Grove, Irvine was included as a prioritised project within the SHIP 2026- 2031 approved by Cabinet in October 2025. • Feasibility study results awaited to inform site redevelopment. 2024 Senior Manager (Housing Strategy & Development) Team Manager (Affordable
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 11 Housing & Regeneration) LHS_15. Develop and deliver an LGBTQ+ informed housing service, including: • Establish LGBTQ+ champions • Develop an LGBTQ+ staff training programme • Increase private sector awareness of LGBTQ+ housing issues • Encourage our LGBTQ+ tenants and residents to participate Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to The delivery of an inclusive housing service is evidenced by involvement and participation in the delivery and development of housing services An LGBTQ+ awareness session was delivered to staff in July 2024. This was delivered by the Terrance Higgins Trust, and a copy of the presentation slides are available for all staff to view. All staff have completed the mandatory training module, Equalities and Diversity 2026. The completion record for this is saved on the HR System. Chris. Ongoing engagement with seldom heard groups is taking place via the Communities Team. The Tenant Participation Team engaged with seldom heard groups to ensure all communities were invited to have a voice, by developing a new North Ayrshire Network. LGBT+ representation was invited to form part of this new wider inclusive Network. • New members of staff will complete the mandatory module when they join • Staff will complete the mandatory module on an annual basis. 2024 31 August 2025 Senior Manager (Housing Strategy & Development) Team Mananger (Housing Innovation and Digital Development) LHS_16. Work in partnership with statutory and third sector agencies to deliver planned national changes to homelessness prevention legislation Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Publication of our response The Housing (Scotland) Act 2025 section 5 relating to the ‘Ask’ and ‘Act’ remains a focus for the Homeless Task Force. The Act has to be implemented no later than 6 November 2028. The Scottish Government will be using the Homeless Prevention Pilots to inform on guidance and secondary legislation. • Engage with Scottish Government when they consult on guidance and attend any national forums. 2023+ 31 March 2028 Senior Manager (Neighbourhood Housing & Homelessness)
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 12 The ‘Ask and Act’ Early Doors pilot continue to embed the approach across frontline Council and HSCP services during Quarter 3. Forty-six people were referred, with 14 substantively engaging. Early outcomes included three successful tribunal decisions in favour of the tenant. Rollout is progressing with Criminal Justice and Alcohol and Drug Partnership services, alongside work to improve recording of Ask activity. Homelessness Service staff have attended management team meetings with relevant services to raise awareness and remain available to attend further meetings as required. Team Manager (Homeless Prevention and Advice) LHS_17. Develop and deliver a North Ayrshire inter-agency strategy to prevent homelessness Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Levels of homelessness will reduce The Homeless Prevention Strategy 2026–2031 is currently being finalised following consultation with Council services, partners, community groups and people with lived experience. Public consultation during May and June 2026 received 89 responses and demonstrated broad support for the Strategy’s priorities and proposed outcomes. Feedback has been incorporated into the final Strategy and Delivery Action Plan, including the priority actions for year one. The Strategy is scheduled to be considered by Cabinet during Q4 2025/26. The Homelessness Task Force continues to provide oversight of this work to discuss the draft action plan, and implementation planning. The Strategy is being developed to align with the Housing (Scotland) Act 2025 prevention duties. • Collate all feedback which will be included in the Cabinet report (Q4 2025/26) • Year one action plan to be developed and discussed by homeless task force 2024 31 March 2028 Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Temporary Accommodation, Housing Support and Resourcing).
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 13 LHS_18. Through the ‘Violence Against Women Partnership 2021-2026, deliver the North Ayrshire violence against women and girls action plan aligned to the ‘Equally Safe' strategy Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to A reduction in domestic violence and achievement of the Violence Against Women National Standards accreditation A dedicated VAW Lead Officer post has been established within Housing Services and multi-agency work is progressing to develop the North Ayrshire Violence Against Women and Girls Strategy and Action Plan 2026–2029. Current priorities include progressing actions arising from the MARAC review, strengthening partnership representation and data arrangements, developing the Council’s position on commercial sexual exploitation, and embedding the new domestic-abuse tenancy provisions. • Work on the Strategy Plan 2026-29 commenced. It is anticipated that a consultation draft will be completed during Q4 of 2025/26. December 2026 31 March 2028 (updated 2026) Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Temporary Accommodation, Resourcing and Housing Support) LHS_19. Work with our partners to develop a hospital discharge pathway Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to 0% of those leaving a health care setting will be homeless Health Service were initially leading on a discharge protocol that encompassed all services with a target date of 2023, however due to the proposed changes through the “Ask” and “Act” this work stalled. The proposal is to create a dedicated Hospital/Health Link Officer who will lead on collaborating with partners, to create a hospital/Housing discharge pathway that will recognise the proposed “Ask” and “Act” recommendations within the Housing Act. This will promote partnership working and encourage early intervention to prevent homelessness and ensure the housing needs of patients are identified on admittance. • Proposals paper to finalised. 2023 31 March 2027 (updated 2026) Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Housing, Customer Engagement & Support) Team Manager (Homeless Prevention and Advice) LHS_20. Continue to work with the HSCP to support young people make the transition from care to a home of their own
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 14 Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to 100% of young people are supported as they leave care and move into their own home Responsibility for implementing and monitoring the delivery of the Housing Social Services Care Leavers Protocol and Procedure sits with the Moving on Forum. The Moving on Forum membership has been reviewed, and all Senior Housing Officers now attend the 4- weekly meetings with H&SCP to meet the health, welfare and development needs of care experienced children and young people across North Ayrshire. In early September 2025, Housing Services highlighted a significant increase in care leavers awaiting permanent offers of housing and initiated an exercise to explore opportunities to alleviate cross-service pressures. A short-life task & finish group was mobilised to review and prioritise allocations to Group 2 Throughcare cases During the period 5 September 2025 to 28 April 2026, 30 Throughcare applicants were successfully rehoused, which reflects the significant positive impact of the task & finish group and the ongoing work of the Moving on Forum. • Protocol to be signed off and adopted. • To be implemented and promoted though multi- agency platform. • Development of outcome tool to monitor tenancy sustainment through partnership approach with HSCP – Throughcare team. 2024 31 March 2027 Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Neighbourhood Housing) (Temporary Accommodation, Resourcing and Housing Support) LHS_21. Consider the pathways into housing for young people to maximise housing options specific to their needs and reduce the risk of homelessness Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Fewer young people become homeless The Housing Advice Officer (Prevention) posts have been concentrating on reducing youth homeless for individuals leaving the familial home and those who hold their own tenancies. These officers are liaising with Partners to create referral pathways and to promote homeless prevention. In 25/26, this intervention saw the number of people between the ages of 16 to 25 reduce from 290 applications to 188 (35.17% reduction). • Continue to promote and enhance the service to maximise uptake and impact. 2024 31 March 2027 Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Homeless Prevention and Advice)
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 15 The Officers attend Kilwinning College 6 weekly to provide housing advice, participate in the Alcohol and Drug Partnership Prevention, Education and Early intervention Group and Employability Youth Tracking and Progression Group. LHS_22. Implement the integrated prison discharge protocol Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Homelessness as a result of prison discharge is reduced to below 5% The integrated prison discharge protocol was initially drafted in 2019. However, ongoing changes within the Scottish Prison Service, the impact of COVID-19, and the subsequent transfer of HMP Kilmarnock from Serco to the Scottish Prison Service meant that the document required continual review and updating. In July 2026, the final document was shared with the Homelessness Task Force as a working protocol. In 2019, when the short-life working group was established to develop the protocol, 26 applicants recorded prison as their last settled residence, representing 9% of all homelessness applications. In comparison, during quarter 1 of 2026/27 there were 17 prison discharges, accounting for 6% of all approaches for homelessness assistance. • Continue to monitor homeless levels. 2023 30 June 2026 (updated 2026) Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Homeless Prevention and Advice) LHS_23. Implement Housing First for our most disadvantaged service users Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to 100 Housing First Tenancies are delivered by 2024 During 2025/26, 28 Housing First tenancies were created. This brought the total delivered over the first seven years of Housing First to 151 tenancies by 31 March 2026, exceeding the annual target of 20 new tenancies. For year 8, the annual delivery target has been increased to 25 new Housing First tenancies. • Create 25 Housing First tenancies during 2026/27. 2024 Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Homeless
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 16 The 151 tenancies delivered by the end of year 7 comprised 143 North Ayrshire Council tenancies, three Riverside Homes tenancies and five Cunninghame Housing Association tenancies. The number of tenancies created each year is broken down as follows: • 2019/20 - 15 • 2020/21 - 25 • 2021/22 - 22 • 2022/23 - 22 • 2023/24 - 16 • 2024/25 – 23 • 2025/26 – 28 • 2026/27 YTD - 11 Prevention and Advice) LHS_24. Undertake a review of tenancies which have failed in the previous 12 months following resettlement of homelessness to inform allocation processes Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Increased tenancy sustainment following homelessness In 2023/24 North Ayrshire's tenancy sustainment rate for homeless households fell to 84.02%, representing the lowest level recorded locally at that time. Since then, performance has improved steadily, increasing to 87.5% in 2024/25 and 89.8% in 2025/26. Tenancy sustainment figures reported in 2025/26 are based on tenancies that commenced during 2024/25 and remained in place for at least 12 months. Of the 449 tenancies created during 2024/25, 389 were successfully sustained, resulting in an overall tenancy sustainment rate of 89.8%. For households allocated housing through homelessness legislation, the sustainment rate was 87%. By comparison, the latest Scottish average is 92% for all tenants and 91% for formerly homeless households. Of the 60 tenancies that were not sustained, the recorded reasons were: • 16 abandonments • August - Implementation of redefined roles and responsibilities for Housing Support and Temporary Accommodation. • Procurement of Support information system with person- centred, outcome- focussed approach. • Encouragement of partnership working and learning • Implementation of North Ayrshire Sustainment Forum 2026 31 March 2028 (updated 2026) Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Temporary Accommodation, Resourcing and Housing Support)
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 17 • 9 fleeing violence • 9 moving to family or friends • 5 deceased • 4 entering custody • 3 other reasons • 14 due to a range of other individual circumstances While performance remains below the current Scottish average, the direction of travel is positive, with tenancy sustainment improving year on year. This suggests that measures introduced to strengthen prevention, housing support and early intervention are beginning to have a positive impact on tenancy outcomes. From August 2026 North Ayrshire Council will implement a revised service delivery model for Housing Support and Temporary Accommodation services. The change will provide a clearer distinction between roles, with Housing Support Officers focusing on assessing needs, coordinating support, and working in partnership to address the wider factors that can place a tenancy at risk, while Temporary Accommodation Officers will focus on accommodation and property management responsibilities. The revised model is intended to strengthen early intervention, provide more targeted support for households with complex needs, and improve multi-agency working, with the overall aim of increasing tenancy sustainment and reducing repeat homelessness. LHS_25. Review the Rent Deposit Guarantee Scheme and recommend future approach Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Publication of the review and action plan (as appropriate) The Rent Deposit Scheme remains paused however through better engagement with our landlords; we hope to encourage the use of the scheme in the future. • Continue the momentum of the Landlord Forum. • Promote Landlord-to- landlord sales. 2024 31 March 2025 Senior Manager (Housing Strategy & Development)
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 18 The Private Sector Landlord Forum took place on 30 June 2026. This event was the first to take place since covid and brought over 30 landlords together. The agenda included the upcoming regulations from the Housing (Scotland) Act 2025, a presentation from the Scottish Association of Landlords, and CHAP advertised their ‘Early Doors’ Project. Following consultation with the landlords, the next forum will take place in October 2026. Team Manager (Housing Strategy) LHS_26. Align support delivery to prevention activities as identified within the Homelessness Prevention Strategy Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Appropriate levels of support available to prevent and alleviate homelessness The Housing Advice team continues to provide early advice, information and targeted intervention to households who are homeless or threatened with homelessness, with a clear focus on prevention and sustainment. This includes dedicated Prevention Officers who work with individuals and families at the earliest opportunity to explore housing options, resolve issues before crisis point and strengthen referral pathways with partner agencies. In addition, a Housing Advice Officer attends Women’s Aid on a fortnightly basis to promote joint working, raise awareness of the service and provide housing advice and early intervention support. The service is further supported by specialist roles, including a Justice Worker and an Addictions Worker, which strengthen our ability to respond to people facing multiple and complex barriers. These roles support earlier identification of housing risk, improve partnership working and help people to access the right support at the right time to prevent homelessness or reduce repeat presentations. Housing First also remains a key part of our prevention and sustainment approach for people with multiple disadvantage, providing settled accommodation • Strengthening of partnership working and learning across all services • Improved information sharing across services to ensure accurate and relevant information is available at presentation stage. • Current development of North Ayrshire Sustainment Forum. • Procurement and implementation of Housing Support outcome measurement tool. 2024 31 March 2028 Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Homeless Prevention and Advice) Team Manager (Temporary Accommodation, Resourcing and Housing Support)
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 19 alongside intensive, person-centred support to help sustain tenancies and improve longer-term outcomes. Tailored prevention training is also being developed to upskill staff, with a focus on mediation and trauma- informed practice. LHS_27. Review the proportion of social rented lets to homeless people to minimise the duration of homelessness Desired Outcome Next Steps RAG Status Original due date Revised due date Assigned to Reduce the length of stay in temporary accommodation by 50% from 26 weeks to 13 weeks Housing continue to prioritise allocations to homeless households in order to reduce reliance on temporary accommodation and support quicker transitions into settled housing. During 2025/26, 499 of the 844 North Ayrshire Council properties let (59%) were allocated to homeless households, compared with 458 of 1,044 lets (44%) in 2024/25. This focus has continued into 2026/27, with 131 of the 210 properties let during Quarter 1 (62%) allocated to homeless households. While the average case duration from homelessness application to case closure remained at 28 weeks in 2025/26, unchanged from the previous year, there has been a significant reduction in the average time households spend in temporary accommodation. The average number of days spent in temporary accommodation reduced from 153 days in 2024/25 to 120 days in 2025/26. This suggests that increased access to settled accommodation is helping households move on more quickly from temporary accommodation, reducing pressure on the temporary accommodation system. The Rapid Rehousing Transition Plan (RRTP) 2019/20 to 2023/24 set an ambition to reduce the average time taken to discharge homelessness duty from 26 weeks to 13 weeks. However, national priorities during this period, including the COVID-19 pandemic and • Implementation of the Homeless Prevention Strategy – Cabinet during Q4 2025/26. 2024 31 March 2028 Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Homeless Prevention and Advice)
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 20 humanitarian resettlement programmes, affected delivery of some RRTP outcomes across Scotland. While the future direction of RRTP remains unclear nationally, it is anticipated that there will be a renewed focus on homelessness prevention. A key objective of the Homeless Prevention Strategy will therefore be to build on the progress already made in reducing time spent in temporary accommodation and to reduce the average time taken to discharge homelessness duty to 13 weeks over the five-year life of the strategy. This will be achieved through a continued focus on prevention, earlier intervention, and improving access to settled housing options. LHS_28. Consider introducing alternative housing models to meet local housing needs beyond social rented accommodation Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to The publication of the review and any associated action plan Alternative Housing Models research is now included as part of our Local Housing Plan development. An action plan will be developed from each LHP to identify specific housing needs for each area of North Ayrshire. • Review funding opportunities from the Scottish Government. • Continue with the development of LHPs 31 December 2025 31 March 2028 Senior Manager (Housing Strategy & Development) Team Manager (Housing Strategy) LHS_29. Support the Scottish Government's target to deliver 110,000 new affordable homes by 2032 by delivering the projects set out within the Strategic Housing Investment Plan Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to New affordable homes are built in North Ayrshire From April 2025 to 31 March 2026, 19 new build Council homes were delivered against the 19-unit target for the year as set out within the Strategic Housing Investment Plan 2026-2031. No new build homes were delivered by our Registered Social Landlord partners (RSLs). • As at June 2026, 50 homes are underway at former Garnock Academy, 202 at Ayrshire Central, six at former King’s Arms, nine at Redburn Place (Cairn / ANCHO), and 2028 31 March 2032 Senior Manager (Housing Strategy & Development) Team Manager (Affordable
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 21 26 at Springbank (Trust). Housing & Regeneration) LHS_30. Research barriers to mutual exchange in order to increase its use as a rehousing solution Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to There is an increase in the number of mutual exchanges • 462 active Mutual Exchange adverts. • 16 Mutual Exchanges approved in 2025-26. • Average timescale of 29 days to complete Mutual Exchange. Housing Services met with a mutual exchange systems provider in September 2025 to understand capabilities and support business case development. Housing Services attended Scotland’s Housing Network MX session in May 2026 with Scottish LAs. Further discussions to be held in partnership with Edinburgh City Council re. potential national MX platform. • Consider MX Options Appraisal comparing implementation of MX Officer against implementation of MX supporting platform/app for applicants before being presented to NAHR partners. 2024 31 December 2026 Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Housing, Customer Engagement & Support) LHS_31. Work with partners to align the North Ayrshire Allocation Policy to emerging issues, incorporating national and local priorities Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to The new policy is published The policy was presented to the Policy Advisory Panel on 9 September 2025 and subsequently approved by Cabinet on 30 September 2025. Collaborated with NAHR partners to develop annual and quarterly NAHR performance reports for publication on the NAHR website. 2025-26 NAHR performance report has been published on the NAHR website. • Continue to work in partnership with NAHR partners to monitor and evaluate the impact of allocations. • The next Allocation Policy review is scheduled for 2028-29 with estimated Cabinet approval required Q3 2028-29. 2023 & 2026 30 November 2025 Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Housing, Customer Engagement & Support) LHS_32. Increase the social housing supply by buying back former social housing
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 22 Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Former social housing is brought back into the affordable housing supply During 2025/26 the Council acquired four properties, Riverside Housing Association acquired four properties and Cunninghame Housing Association acquired two properties though the SHIP. Trust Housing Association also acquired a further three homes on Arran through the Rural Affordable Homes for Key Workers Fund which is available to 2028. Due to the current pace of the housing market the Council has been finding it difficult to acquire homes that are marketed for sale. Officers are targeting acquisitions to minimise the number of missed opportunities by working with estate agents, developers, and our Private Sector Team to identify empty homes that have the potential to become social housing. NAC and RSLs continue to work in partnership to identify suitable properties that can be bought back using the Rural Affordable Homes for Key Workers Fund to increase the affordable housing stock available on our islands. • Continue to buy back properties, subject to funding availability. • Housing Acquisition Strategy to be presented to Cabinet in June 2026. • Identify further properties that can be bought back using the Rural Key Workers Housing Fund and progress where feasible. 2023+ 31 March 2028 Senior Manager (Housing Strategy & Development) Team Manager (Affordable Housing & Regeneration) LHS_33. Bring empty homes back into use through the buy back scheme Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Empty homes are purchased and brought back into use as affordable housing One empty home was acquired in 2025/26. Since the end of the 2025/26 reporting year, the Housing Acquisition Strategy was presented to Cabinet in June 2026, with a strengthened emphasis on returning long-term empty homes to use as part of efforts to increase the availability of housing stock. • Monitor the progress of empty homes acquisitions following the introduction of the new strategy. • Proceed with empty homes acquisitions where the strategic needs of the service 2023+ 31 March 2028 Senior Manager (Housing Strategy & Development) Team Manager (Housing Strategy)
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 23 can be met by the property. LHS_34. Assess the future housing need and demand of our island residents, workers, and key workers Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Island residents’ needs and aspirations are reflected in all service provision The Arran Housing Survey was developed and launched on 31 January 2025 by the Arran Housing Task Force. The survey looked for responses from Arran households, employees / employers on the island, landlords, second homeowners, empty homeowners, short-term let owners, and those wishing to move to the island, to help shape future housing provision on the island. Following the survey closure in April 2025, the results were analysed by the Council’s Housing Strategy Team, and the report was signed off by the Task Force in 2026. The Arran Housing Task Force membership includes the Scottish Government, Highlands and Islands Enterprise, local community groups, and Arran registered social landlords. • Review housing need and demand of Cumbrae and Arran in line with our Local Housing Plans. 31 March 2028 Senior Manager (Housing Strategy & Development) Team Manager (Housing Strategy) Affordable Warmth & Zero Emissions LHS_35. Support the Environmental Sustainability and Climate Change Strategy to reduce fuel poverty and increase affordable warmth Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Fuel poverty is reduced, and affordable warmth is increased for North Ayrshire residents North Ayrshire Council’s approach to reducing fuel poverty is centred on: • improving energy efficiency of housing (particularly older stock) • delivering targeted, funded retrofit schemes (Area Based Schemes, Energy Company Obligation) • Progress delivery pilot retrofit projects to inform wider roll-out across stock • Improve tenant and homeowner engagement 2023+ 31 March 2028 Senior Manager (Housing Strategy & Development) Senior Manager (Property Management and Investment)
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 24 • offering advice and income maximisation services • aligning fuel poverty activity with climate and net zero programmes • adopting a targeted, place-based delivery model The current focus is on scaling retrofit delivery informed by pathfinder work, while ensuring residents can access immediate financial and advisory support. • Target further interventions towards hard-to-heat and low- income households • Align delivery with EESSH and net-zero requirements, ensuring long-term improvements in affordability and warmth LHS_36. Implement a range of energy efficiency and decarbonisation measures across Council housing stock to meet EESSH2 requirements informed by an EESH2 pathfinder focusing on a whole-house approach to retrofit Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to A whole house approach to energy efficiency and decarbonisation is adopted for Council housing stock The PMI Pathfinder project continues to progress as a key element of the Council’s approach to improving energy efficiency and reducing fuel poverty within the housing stock. External consultants (MAST) have completed initial surveys of selected traditional properties and have begun to develop tailored recommendations to inform a whole-house retrofit approach. The work is providing valuable insight into the financial, technical and customer implications of delivering zero-emission and energy efficiency measures at scale, which will support future business planning and wider programme delivery. • Agree final scope of works for pilot properties based on consultant recommendation • Progress procurement of contractors to deliver pilot retrofit measures • Test and refine the whole-house retrofit approach in live properties • Assess cost, performance and tenant experience outcomes to inform wider rollout • Use outputs to support long-term investment planning and EESSH delivery 2023+ 31 December 2026 Senior Manager (Property Management and Investment)
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 25 • Develop a scalable delivery model to expand retrofit activity LHS_37. Review our approach to dealing with dampness and mould issues within properties Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to All our properties are free from dampness and mould and advice given to private sector to achieve same outcome The existing process is continuing with trained scoping officers identifying the cause and remediation required to resolve dampness and mould issues, or to provide advice where required. This process is being reviewed for Council tenancies to ensure compliance with the implementation of Awaab’s Law on 6 October 2026. • Development and trialling of a Hazard Case module within the Uniclass repairs database to assist with recording all data in relation to a dampness and mould case from awareness to completion and assurance. • Further training planned for all relevant staff relating to dampness and mould – tailored to level of involvement. • Recruitment of additional staff to deliver the anticipated increased demand, surveying, remedial work and reporting requirements. • Preparation of contractual framework to augment in-house delivery team during periods of high demand to achieve timescales. 2023 31 March 2026 Senior Manager (Property Management and Investment) Senior Manager (Operations – Building Services)
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 26 • Communication with all resident engagement channels regarding the obligations and response to the new law. Improving the quality of our homes LHS_38. Review Census 2022 data to identify any emerging issues which may impact housing and related services Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Develop an action plan to address any issues which may emerge following review Economic Policy are in receipt of Scottish Government's Addressing Depopulation Action Plan funding to trial a range of interventions to support population retention and attraction. Following approval of the Ayrshire RES Delivery Plan, the three Ayrshire authorities are also working in partnership to deliver joint projects • Work in partnership with Economic Policy to address impacts on housing 2024 31 March 2028 (updated 2026) Senior Manager (Housing Strategy & Development) Team Manager (Housing Strategy) LHS_39. Promote and provide a ‘pre-tenancy support service’ for landlords (on tenancy agreements and property standards) Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Landlords are supported to create and maintain tenancies in accordance with legislative requirements The pre-tenancy support service was established in April 2019 and is managed by the Private Sector Team. Uptake has been low, and the team continues to look at alternative ways to promote the service. The team continue to support landlords, owners, and tenants in North Ayrshire with a range of other services including tolerable standard inspections, missing shares assistance, common repairs, resolving disputes, and empty homes. • The team continue to look at alternative ways to promote the service. • Engage with landlords through the Landlord Forum 2023 Senior Manager (Housing Strategy & Development) Team Manager (Housing Strategy) LHS_40. Continue to implement the Housing Asset Management Plan Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 27 Implementation of the Housing Asset Management Plan action plan Property Management & Investment (PMI) continues to progress implementation of the Housing Asset Management Plan, with activity focused on strengthening governance, improving asset data quality, and aligning investment planning with affordability, compliance, and sustainability priorities. The HAMP was formally reviewed and approved in December 2025 and underpins the Housing Revenue Account (HRA) Business Plan, ensuring that capital investment and maintenance programmes are informed by a strategic, evidence-based approach. Delivery is overseen through established governance arrangements, including the Housing Asset Management Board (HAMB), with an emphasis on the use of data to drive asset management. Statutory Compliance Actions taken to improve our processes have delivered continued improvement in this area. Performance Measure 2025/26 2024/25 2023/24 Gas Safety 100.00% 99.99% 99.79% Smoke Detection 100.00% 100.00% 99.99% Electrical Testing 99.16% 97.65% 78.71% • Complete integration of asset data systems to support a property-level decision-making framework • Finalise and implement a RAG- based asset assessment model drawing on condition, demand and tenancy data • Continue to refine governance arrangements and roles across services to support integrated asset management • Use HAMP outputs to inform prioritisation of capital investment and future programme development • Progress pathfinder and decarbonisation activity to inform long-term retrofit and sustainability investment • Address identified resourcing and capacity gaps to support delivery of the HAMP action plan • Strengthen performance 2027 31 December 2027 (updated 2026) Senior Manager (Property Management and Investment)
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 28 monitoring and reporting through HAMB and Cabinet oversight to track delivery against outcomes LHS_41. Prevent housing crisis through early intervention by ensuring housing staff can identify the long term needs of tenants to ensure housing is sustainable Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to All housing staff can identify the long-term needs of tenants, including the challenges facing people with neurodiverse issues Housing staff are being supported to identify tenants’ long- term needs, including neurodiverse needs, through targeted training, person-centred support assessments, reasonable adjustments, improved recording of communication preferences and clear referral pathways to specialist services. This is strengthening staff confidence in recognising early signs of tenancy risk and enabling tailored support to improve tenancy sustainment and access to services. • This approach will be embedded within existing processes, including home visits undertaken by Housing Officers, Housing Support Officers, and delivered through the locality working model already in place for Housing Services. 2024 31 March 2028 (updated 2026) Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Neighbourhood Housing) LHS_42. Complete our Sheltered Housing Reprovisioning Programme by investing in 11 sheltered housing complexes over the lifetime of this strategy Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Sheltered housing complexes are refurbished James Frew Ltd. have been appointed as the main contractor for the refurbishment of Laigh Court, Beith with work commencing on 1 June 2026. The tendering process for a main contractor for Vineburgh Court, Irvine is underway, with work due to commence in autumn 2026. • Final plans consultation took place at Moorburn Park, Largs in Autumn 2025, with work due to commence in early 2027. • Final plans are currently being prepared for Regal Court, Dalry and 2028 31 March 2028 Senior Manager (Housing Strategy & Development) Team Manager (Affordable Housing & Regeneration)
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 29 Heathfield House, Irvine. LHS_43. Ensure that the Strategic Housing Investment Plan addresses current and future demographic needs Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Housing investment priorities within the Strategic Housing Investment Plan align to future and current demographic needs The demand for social housing is assessed annually as part of the preparation of each new SHIP. Upon the identification of a new development site, the Common Housing Register Team undertakes an analysis of demand data and contributes to determining the most appropriate site mix based on prevailing housing needs and demand pressures. • Development of performance management framework for housing need and demand. • Development of the Housing Need and Demand Assessment 2023+ 31 March 2028 Senior Manager (Housing Strategy & Development) Team Manager (Affordable Housing & Regeneration) LHS_44. Consider establishing a target for the delivery of accessible homes within the private sector Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Local Development Plan 3 sets out the requirement for accessible private housing delivery The views of stakeholders on the need for a target for the delivery of accessible homes within the private sector have been taken into account in the LDP Evidence Report, which was approved by the LDP Committee in December 2025. The Evidence Report states the Council is minded not to include a blanket minimum target for the provision of accessible housing with private developments across North Ayrshire within LDP3. Rather, we will ask developers to demonstrate how their proposals for new homes contribute to delivering accessible, adaptable and wheelchair accessible homes as part of the Statement of Community Benefit (as required by NPF4 policy 16 b). • Continue to engage relevant stakeholders in the preparation of the Proposed Plan. 2024 30 June 2028 (updated 2026) Senior Manager (Planning) Strategic Planning Manager LHS_45. Review and update our Scheme of Assistance to: • Ensure the promotion of positive outcomes for people living with autism in the private housing sector • Ensure inclusive engagement with hard to reach groups • Ensure our literature is available in a format that is suitable for people with literacy and / or sensory / communication issues
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan – Year 3 (2025/26) Update 30 Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to The publication of information, sign posting to advice services and the planned refresh of the Scheme of Assistance The Council approved the revised Scheme of Assistance in June 2026. It incorporates the amendments to the Repairing Standard introduced on 1 March 2024, promotes positive outcomes for people with autism within the private housing sector, and strengthens the focus on inclusive engagement with hard-to-reach groups. The document is available on the NAC website, which allows it to be accessed in formats appropriate for people with literacy, sensory, and communication issues. • Ensure the Scheme of Assistance is publicised and accessible to North Ayrshire residents. 31 December 2025 June 2026 Senior Manager (Housing Strategy & Development) Team Manager (Housing Strategy)
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Appendix 2 - Local Housing Strategy 2023 – 2028 New actions – Year 3 (2025/26) Update LHS_NEW01. Embed North Ayrshire's Child Poverty values and outcomes across housing strategy, policy development, and service planning Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Housing policies, strategies, and service delivery contribute to reducing child poverty by supporting families at greatest risk of poverty in line with applicable UNCRC articles New action • Establish ongoing partnership working with the Child Poverty Strategy Team to inform housing policy development • Review housing strategy actions against North Ayrshire's Child Poverty Action Plan priorities • Analyse housing data to identify and monitor outcomes for priority family groups 31 March 2028 Team Manager (Housing Strategy) Policy Officer (Child Poverty) LHS_NEW02. Complete and submit North Ayrshire's Rent Conditions Assessment Report to Scottish Ministers in accordance with the Housing (Scotland) Act 2025 Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to North Ayrshire Council fulfils its statutory duty to assess local rent conditions and submit a Rent Conditions New action • Review Scottish Government guidance on rent condition assessments (expected September 2026) 31 May 2027 Senior Manager (Housing Strategy & Development)
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Appendix 2 - Local Housing Strategy 2023 – 2028 New actions – Year 3 (2025/26) Update Assessment Report to Scottish Ministers by 31 May 2027 • Review and analyse the rent data pack provided by the Scottish Government (expected late 2026) • Undertake the North Ayrshire rent conditions assessment and draft the statutory Rent Conditions Assessment Report • Obtain internal approval through Cabinet • Submit the report to Scottish Ministers by 31 May 2027 Team Manager (Housing Strategy)