Local Housing Strategy 2023 – 2028 Progress Update
North Ayrshire Council · 21 January 2025
Back to Cabinet — 21 January 2025 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 21 January 2025 Cabinet Title: Local Housing Strategy 2023–2028: 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; (ii) approves the addition of the action 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; approve the addition of the action as detailed in Appendix 2; and approve submission of the LHS update to the Scottish Government. 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
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• 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. Achievements to Date 2.4. To measure the outcomes of the Local Housing Strategy 2023-28, an action plan was developed with 41 actions having their own desired outcome and target date. Although the strategy is only in its first year of implementation, 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 2.5. 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 utilised their role as a major house builder in North Ayrshire to maximise local employment and training opportunities. For example, as part of the Community Benefits clause within the Harbourside, Irvine development contract, the contractor created 27 new jobs for local people, seven new apprenticeships and utilised the local supply chain of suppliers and sub- contractors. 2.6. A total of 136 new homes were delivered during 2023/24 by the Council and our Registered Social Landlord (RSL) partners as follows: Development Number of Homes Additional Comments
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Harbourside, Irvine 36 Harbourside regeneration opportunity aligned to Ayrshire Growth Deal investment Afton Court, Stevenston 6 Town centre regeneration and modular construction Former Police Station, Largs 12 Town centre regeneration Tarryholme, Irvine 31 Riverside development West Byrehill, Kilwinning 27 CHA development Green Street, Saltcoats 24 Town centre regeneration 2.7. Cunninghame Housing Association’s (CHA) 20-unit development at Garven Road, Stevenston concluded during October 2024. The Council’s new build project at Newhouse Drive, Kilbirnie (7 units) concluded during December 2024, the Laburnum Avenue, Beith (7 units) and St Mary’s, Largs (26 units) projects are anticipated to be completed during January 2025. 2.8. In addition, works are currently underway at the following new Council developments: • James McFarlane, Ardrossan (19 units) • Stanecastle, Irvine (31 units) • King’s Arms, Irvine (6 units) • Garnock Academy, Kilbirnie (50 units) • Ayrshire Central Hospital, Irvine (202 units) 2.9. The Council developments listed above contribute to the Council’s commitment to deliver 1,643 new homes. The Strategic Housing Investment Plan (SHIP) 2025-2030, approved by Cabinet on 3 December 2024, sets out the Council 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. 2.10. Private developers delivered 248 new homes during 2023/24 at active sites including Woodfarm, Kilwinning; North Newmoor and Montgomerie Park in Irvine; and Sharphill in Saltcoats. Persimmon Homes commenced development of sites at Mayfield Farm, Saltcoats; West Byrehill in Kilwinning and Portencross Road, West Kilbride which together will deliver over 1,000 private sector homes. In total, the latest housing land audit anticipates 1,489 private sector completions over the next 5 years. Planning Services are engaging with private housebuilders to set the Local Housing Land Requirement for LDP3, as part of the Evidence Report for the new plan. A further update will be provided to elected members during early 2025. Outcome 2 – Affordability and choice
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2.11. The Scottish housing system is under significant pressure with a number of local authorities having declared a housing emergency due to the unprecedented pressure to meet their statutory responsibilities towards homeless people and other priority groups in housing need. Whilst there is increasing pressure on the housing system, a range of measures are being undertaken across the housing system, including increasing housing supply, and managing the demand from homeless people by way of temporary and permanent accommodation. 2.12. North Ayrshire Council has recently experienced increasing levels of homelessness and a significant increase in demand for temporary accommodation which puts additional pressure on general housing supply. The North Ayrshire Homelessness Task Force remains focussed on homelessness prevention to ensure there are robust processes in place to ensure that the Homelessness Prevention Duties are implemented effectively. The development of the North Ayrshire Homelessness Prevention Strategy is underway and due to be launched during 2025 following the outcomes from the new Housing Bill. 2.13. North Ayrshire Council has established the Arran Housing Task Force which involves a wide range of partners to address the issues which face island residents and businesses. The taskforce aims to assess the demand for affordable housing on Arran and identify issues that may be limiting economic sustainability and growth. Working in partnership with the Scottish Government, local community groups and Registered Social Landlords who operate on the island, the task force is the recognised body that works collaboratively on issues relating to housing on Arran. 2.14. Private housing (owned by individuals or private landlords) forms 73% of all homes in the area, with the remaining 27% being owned and rented by North Ayrshire Council and local Registered Social Landlords (RSLs). The cost of buying or renting a home in North Ayrshire is much lower than the national average. 2.15. All Council commitments in relation to Home Office Resettlement programmes have been successfully completed with appropriate support provision provided. The Council currently supports 165 Ukrainian households and bought back 33 ex-local authority properties in 2023/24 utilising Scottish Government funding to be used to provide housing for Ukrainian Displaced Persons (UKDP). 2.16. When the Rapid Rehousing Transition Plan (RRTP) commenced in 2019, a target was set for North Ayrshire to create 100 Housing First tenancies over a five-year period. As at 31 March 2024 the Council has created 100 Housing First Tenancies. A full analysis of Housing First performance is to be undertaken and following the review of the outcome, a new target will be set for future years. 2.17. Five former social housing properties were purchased by the Council to increase the affordable housing supply through the SHIP 2024-2029 buyback scheme, achieving our target of purchasing five properties during 2023/24. 33 properties were also acquired for Ukrainian Displaced Persons in the last quarter of 2023/24 which were fully funded by the Scottish Government. It is recognised that purchasing ex-local authority stock is an effective way to increase social housing
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stock and provide value for money for the investment made and the current SHIP 2025-2030 has increased the Council’s buyback scheme to 60 properties by 2030. The Council’s developing Registered Social Landlord partners have also included buyback programmes within the SHIP, aiming to acquire a further 29 new homes. A Buy Back Strategy is under preparation and will be considered by Cabinet during 2025 to ensure that the Council continues to meet housing need across North Ayrshire and to ensure funding is maximised and value for money is demonstrated across various funding streams. Outcome 3 – Affordable warmth and zero emissions 2.18. At the design and planning stage for each new build Council development identified in the SHIP, an options appraisal is carried out to determine the most appropriate sustainability measures required to reduce fuel poverty for tenants as well as contributing towards the Council’s net zero target. 2.19. As part of the capital programme for investment for existing stock, solar PV and external wall insulation has been included in the re-roofing and re-rendering measured term contracts where appropriate to ensure tenants benefit from a better insulated home, reduced heat loss and have the ability to utilise solar panels to reduce utility bills. 2.20. The new and emerging Social Housing Net Zero Standard (SHNZS) was consulted on and responded to by North Ayrshire Council in February 2024. The new standard is likely 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 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. 2.21. 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. A sample of properties are being selected from within this group and will be subject to detailed assessment, survey, application of a range of fabric and replacement heating solutions, engagement with tenants, and then post completion monitoring including, the thermal comfort in the property, ease of use of heating controls and utility costs for the tenant. 2.22. Two Sheltered Housing and Fuel Poverty Officer posts have been permanently embedded into the Housing Support Team to work with tenants to reduce fuel poverty. 2.23. A comprehensive review of our approach to tackling condensation, dampness and mould has been completed. Housing and Building Services staff have been trained to identify the signs of dampness and mould within a tenant’s home and are able to support early intervention when signs of dampness and mould are identified. Outcome 4 – Improving the quality of our homes
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2.24. The Housing Asset Management Plan (HAMP) was developed and approved during September 2023 to complement the Local Housing Strategy 2023-2028 approved in June 2023. The HAMP action plan aims to ensure the Council’s housing stock is maintained in a condition compliant with existing and proposed legislation and building standards. Progress on the action plan is reported to the Housing Asset Management Board (HAMB) on a bi-monthly basis to ensure appropriate governance mechanisms are in place to support the delivery of the action plan. 2.25. The Estate Based Regeneration Programme (EBRP) continues to deliver projects to address pockets of low demand stock; antisocial behaviour; external appearance; parking provision; road and footpath condition; fencing; landscaping; and general grounds maintenance issues. Since the introduction of this programme in 2019 there has been successful delivery of an additional 622 new parking spaces, the demolition of low demand flatted blocks to make way for new affordable housing, landscaping at four sites, a significant fencing programme, and some smaller improvement projects. 2.26. The Private Sector Housing Team continue to promote and provide a ‘pre- tenancy support service' for landlords. An event was held in June 2024, ‘Under One Roof’, where the pre-tenancy support service was promoted alongside other initiatives such as the missing shares scheme and the repairing standard. The team provide free property inspections and tenancy agreement advice which is designed to act as a preventative measure to future property condition issues and tenancy sustainment. The team will continue to explore alternative methods to promote the service more widely. 2.27. A comprehensive review of the Housing/ Homelessness delivery model was completed during 2023/24 which created an integrated approach across Housing Services. The new model, which was fully launched on 7 May 2024, ensures that every tenant will receive an annual visit to identify the current and long-term needs of our tenants. 2.28. The Sheltered Housing Reprovisioning Programme refurbishment of Barnett Court, Saltcoats completed in January 2024 and works at Cheviot Court, Irvine completed in November 2024. Work is anticipated to commence at Vineburgh Court, Irvine and Laigh Court, Beith during spring 2026, following confirmation of a heating strategy for these complexes. 2.29. In addition, a new Customer Participation Strategy 2023-28 was approved by Cabinet in June 2023 to deliver the three agreed priorities: Priority 1 – Engage and inform – ensuring two-way communication with our tenants and customers, and providing opportunities for customers to take part in ways that meet their needs; Priority 2 – Empower and influence – developing the skills and confidence of our tenants to shape the services we provide;
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Priority 3 – Evolve and innovate – continually improving our services to meet the needs of our customers. Areas of Future Focus 2.30. 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 2.31. As reported to Cabinet on 3 December 2024, the Council was advised of a reduction to the 2024/25 funding Resource Planning Assumption (RPA). The Council was also advised of an expectation that the funding would reduce in future financial years. 2.32. On 4 December 2024, Scottish Government announced a draft £768m budget for the 2025/26 Affordable Housing Supply Programme. This represents an increase of 38% to the original published 2025/26 budget of £556m and is £15.8m higher than the 2023/24 budget. The Council anticipates formal notification of the 2025/26 North Ayrshire Resource Planning Assumption during spring 2025. The uplifted budget will support delivery of prioritised projects, and the shadow programme detailed within the SHIP 2025-2030. 2.33. Planning Services are engaging with private housebuilders to set the Local Housing Land Requirement for LDP3, as part of the Evidence Report for the new plan. Outcome 2 – Affordability and choice 2.34. The North Ayrshire Homelessness Taskforce, comprising of the Council and a range of stakeholders, provides the governance framework for the delivery of the North Ayrshire Rapid Rehousing Transition Plan, inclusive of Housing First. The partners are currently working to understand the homelessness risk factors affecting each of the partner organisations with a role in homelessness prevention in North Ayrshire. This assessment will be used to develop the North Ayrshire Homelessness Prevention Strategy 2025-2030, aligned to the proposed new homelessness prevention duties detailed within the Housing (Scotland) Bill 2024. 2.35. A review of the North Ayrshire Common Housing Register (NAHR) Allocation Policy is underway to ensure that it aligns to emerging issues, incorporating national and local priorities. The consultation phase ended in January 2024, with the review to be concluded by Spring 2025 and implemented in Autumn/Winter 2025. Alongside NAHR partners, a re-modelling exercise is currently being undertaken as part of the review with regards to priorities and the awarding of points. The opportunity to relaunch mutual exchange as a rehousing solution is also being explored as part of the review and will form part of the revised policy.
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2.36. The number of women and girls who were homeless during 2023/24 increased by 15 cases from 118 to 133 due to violence or abuse within the household. Further work and discussions are ongoing with the Violence against Women (VaW) partnership and the HSCP to identify a strategic lead for the Council in early 2025 to help ensure that women and girls can access the services and support they need. 2.37. Following the successful implementation of the Redburn Grove Tenants and Residents Association (TARA), further engagement work and an associated action plan is required to be developed to fully identify the needs and aspirations of Gypsy Travellers. This will not be isolated to Redburn Grove and will include the management and engagement opportunities when dealing with unauthorised encampments. 2.38. An options appraisal exercise is to be undertaken to identify potential development opportunities at the Redburn Grove site, Irvine and to consider transferring the site from the General Fund to the Housing Revenue Account, aligning rents to our mainstream housing as appropriate. 2.39. Housing Services are working to develop an inter-agency hospital discharge pathway to minimise the risk of homelessness on discharge from hospital. The pathway is due to be finalised in 2024 and will be implemented during 2025. 2.40. Working in partnership with East and South Ayrshire Council, a prison discharge outreach service is delivered from within HMP Prison Kilmarnock to offer advice and assistance to those threatened with homelessness on release. In addition, the North Ayrshire Homelessness Task Force has developed a Prison Discharge Protocol aligned to the national ‘Sustainable Housing on Release for Everyone’ (SHORE) standards, to minimise the risk of crisis for people being released from prison. The protocol is currently being revised and scheduled for a re-launch during 2025. 2.41. Further analysis is required to determine trends and areas for improvement in relation to homelessness tenancy sustainment. As at 31 March 2024 the average time taken to re-house homeless applicants from temporary accommodation was 22.39 weeks compared to the desired outcome of 13 weeks. A review of the allocations model is currently being undertaken to ensure that the use of Council housing stock is maximised to meet the needs of tenants and applicants. 2.42. Housing Services operate a Rent Deposit Guarantee Scheme which aims to assist potential tenants by providing a deposit to a private landlord (this is repayable). The uptake of the scheme has been low over recent years due to high demand for properties and lack of suitable accommodation. An options appraisal will be carried out to ascertain the future of this scheme and to benchmark against other local authorities. An action plan will be developed thereafter. Meanwhile, officers continue to discuss private sector options with applicants and assist in negotiating rental terms as preventing homelessness
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and sustaining tenancies in the private sector is a key focus for North Ayrshire as well as nationally. Outcome 3 – Affordable warmth and zero emissions 2.43. The Social Housing Net Zero Standard (SHNZS) mentioned previously at paragraph 2.21 is anticipated to be implemented during 2026, though no official confirmation has ever been received around this date. Whilst an increase in standards is expected, like many local authorities and registered social landlords, there is a significant funding shortfall within the current 30-year HRA business plan. There is a budget allocation for energy efficient improvements and heating system replacement, however it is recognised that this will not be sufficient to retrofit our existing stock. 2.44. In anticipation of the new SHNZS standards, a contractor has been appointed by the Council to undertake a pathfinder project to fully understand the financial, technical and tenant implications of complying with zero emissions targets. A sample of properties have been identified to include a range of different property types with tenant consultation underway. A whole house approach to retrofit will be undertaken to implement a range of energy efficiency and decarbonisation measures across Council housing stock to ensure legislative requirements are met. The project will also consider dampness and mould to inform the future approach in dealing with these issues, with a specific focus on the use of electronic monitoring. A report with findings and recommendations will be prepared in early 2025 for further consideration. Outcome 4 – Improving the quality of our homes 2.45. A self-assessment of asset management processes and data has been undertaken to develop the Councils approach. This is to enable the delivery of the Housing Asset Management Plan (HAMP) and takes cognisance of the recommended practice on Integrated Asset Management published by the Scottish Housing Regulator (SHR) in February 2023. The workstream forms part of Housing Services Transformation Board programme for improvement with an action plan developed to ensure delivery. Alongside property lifecycle data, the outcomes from the action plan will inform future capital investment needs and identify properties where investment required is not economically viable and other solutions may be preferable, such as demolition. 2.46. In establishment of the evidence report required for the Local Development Plan 3 (LDP3), consideration will be given to the establishment of a target for the delivery of accessible homes within the private sector. This will complement the 10% target set by the Council for all future social housing developments. The target date for the adoption of LDP3 is in the first quarter of 2027. 2.47. The Scheme of Assistance is currently being reviewed to include the changes to the Repairing Standard which came into force on 1 March 2024 and the promotion of positive outcomes for people living with autism in the private
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housing sector. An action plan for consultation and engagement will be prepared thereafter. New action 2.48. To ensure the Local Housing Strategy 2023-28 continues to deliver on the outcomes in which it set out for North Ayrshire, a new action has been developed for adoption within the previously Cabinet approved action plan. The additional action has its own desired outcome and target date for achieving the desired outcome. The additional action is as follows: ‘Assess the future housing need and demand of our Island residents, workers, and key workers.’ The Local Housing Strategy reaffirms our commitment to ensuring our Island residents needs and aspirations are reflected in all service provision. Work is ongoing with the Arran Housing Task Force who are continuing to work through a dedicated action plan and further demand analysis to support the requirement for affordable housing on the island. 3. Proposals 3.1. It is proposed that Cabinet: (i) notes the content of this report and progress against the LHS Action Plan to 31 October 2024; (ii) approves the addition of the action detailed in Appendix 2; (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
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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. 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. 5. Consultation 5.1 The progress of the 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)
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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 (SHIP) 2024-2029 Strategic Housing Investment Plan (SHIP) 2025-2030
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan 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: Priority 1 – Engage and Inform • 1,693 tenants are currently on the Tenant Panel. • 6,093 followers on Facebook. • 692 followers on X. • Sheltered Housing Complex guest bedroom consultation. • ‘Homes for Life’ Scottish Housing Day campaign. • Priority 2 – Empower • TARA estate walkabouts with tenants and residents. Priority 3 – Evolve • Office TV screens and Sheltered Housing TV screens updated regularly to provide information to tenants and customers. • Commission and undertake three yearly Tenant Satisfaction Survey (commenced Nov 24). • Engage with seldom heard groups to ensure all communities have a voice. 2023+ 31 March 2026 Senior Manager (Neighbourhood Housing & Homelessness) Team Manager (Housing, Customer Engagement & Support)
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan 2 More homes at the heart of great places LHS_02. 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 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 2020-2025 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, the contractor for the Council’s Irvine Harbourside development employed 20 new employees, created seven apprenticeships, and provided nine work placements. They also delivered 60 hours of career development initiatives in North Ayrshire schools, promoting the construction industry as a positive destination for all. 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. • Work with the Employability Team. • Continue to collaborate with our contractors to ensure local contractors are utilised where possible. 2023+ 31 March 2028 Senior Manager (Housing Strategy & Development) Team Manager (Affordable Housing & Regeneration) LHS_03. Deliver 1,625 new units of social housing Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to 1,625 new homes are developed The SHIP 2024-2029 approved at Cabinet 7 November 2023 increased the previous target from 1,625 to 1,641 new homes by 2029. This reflected a focus on buybacks and the addition of 26 units at St Mary’s, Largs. 885 new Council homes have been delivered as at 31 March 2024 against the 1,641 target. • Ayrshire Central Hospital, Irvine development commenced on site during November 2028 Senior Manager (Housing Strategy & Development)
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan 3 Despite the affordability challenges being faced, 136 new homes were delivered by the Council and RSLs during 2023/24. The SHIP 2025-2030 was approved at Cabinet on 3 December 2024. As reported to Cabinet on 3 December 2024, the Council was advised of a reduction to the 2024/25 funding Resource Planning Assumption (RPA) . The Council was also advised of an expectation that the funding would reduce in future financial years therefore some projects were prioritised and a shadow programme developed to reflect funding assumptions. On 4 December 2024, Scottish Government announced a draft £768m budget for the 2025/26 Affordable Housing Supply Programme. This represents an increase of 38% to the original published 2025/26 budget of £556m and is £15.8m higher than the 2023/24 budget. The Council anticipates formal notification of the 2025/26 North Ayrshire Resource Planning Assumption during spring 2025. The uplifted budget will support delivery of prioritised projects and the shadow programme. Officers will continue to explore alternative/additional mechanisms to support affordable housing delivery. 2024 and will deliver 202 units. • Laburnum, Newhouse, and St Mary’s to complete during 2024/25. • James McFarlane, Stanecastle, King’s Arms & Garnock to complete during 2025/26. • Explore alternative/additional mechanisms to support affordable housing delivery. • Deliver 1,643 units by 2029. Team Manager (Affordable Housing & Regeneration) LHS_04. 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 homes are developed Private developers delivered 248 new homes during 2023/24 at active sites including Woodfarm, Kilwinning; North Newmoor and Montgomerie Park in Irvine; and Sharphill in Saltcoats. Persimmon Homes commenced development of sites at Mayfield Farm, Saltcoats; West Byrehill in Kilwinning and Portencross Road, West Kilbride which together will deliver over 1,000 private sector homes. • Continue to work with private developers to deliver 1,300 new private homes target by 2028. • Planning Services to continue engaging with private housebuilders to set 2028 Senior Manager (Planning)
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan 4 the Local Housing Land Requirement for LDP3, as part of the Evidence Report for the new plan. LHS_05. 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 The Council delivered 18 amenity properties in Stevenston and Largs during 23/34. Cunninghame Housing Association delivered 24 new homes in Saltcoats town centre in August 2023. • Work commenced in May 2024 to deliver 6 amenity flats at the former King’s Arms public house in Irvine town centre. • 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+ 2028 Senior Manager (Housing Strategy & Development) Affordability & Choice LHS_06. 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 All cases of antisocial behaviour reported are investigated by the local housing area office and/or ASBIT. During 2023/24 we had 15 reports of • Continue to investigate and respond to all reports 2024 31 March 2028 Senior Manager (Neighbourhood
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan 5 investigated and actioned harassment or abuse being reported to the Anti- Social Behaviour team against equalities groups. All 15 cases reported where resolved within our locally agreed targets. of harassment and abuse against equalities groups. • Update our staff training program to ensure that they can identify cases of harassment and abuse against equalities groups. • Enhance our systems to allow for further analysis of cases and create an action plan. Housing & Homelessness) Team Manager (Neighbourhood Housing) LHS_07. 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 100% of our staff are trained Equality & Diversity 2024 eLearn course is mandatory for Council employees and was completed by all Housing staff by the end of March 2024. • Staff will continue to attend training offered to increase their knowledge of cultural differences and challenges faced by different ethnic groups. • Ensure all staff complete Equality & Diversity 2025 eLearn course. 2024 2028 Senior Manager (Housing Strategy & Development) Team Mananger (Housing Innovation and Digital Development) LHS_08. 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 Our Refugee Support Team work together with the CPP partners to deliver robust resettlement support to assist families to integrate into the local communities and access vital services to meet their individual needs. • The Refugee Support Team to continue to work together with the CPP partners to ensure refugees and 2023+ 31 March 2028 Senior Manager (Neighbourhood Housing & Homelessness)
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan 6 Our Refugee Support Team have begun liaising with the MOD and Mears regarding supporting the resettlement of five Afghan Households into North Ayrshire. The privately procured properties will be leased for a 3-year period and furnished accordingly by Mears. Since 2022, the Council and CPP partners have supported an overall total of 228 Ukrainian households, comprising of 512 individuals, to resettle in North Ayrshire across the different Scottish Government sponsorship schemes. Asylum Seeking Households placed within Dispersal Accommodation within North Ayrshire have access to Housing / Homelessness advice and assistance at the point of positive decisions being received. To date, five positive (Indefinite Leave to Remain granted) asylum discontinuations have been issued, and all households have been supported by our Refugee Support Team with regards to achieving suitable move on opportunities out with North Ayrshire at their request. people displaced by conflict who are housed in our area receive support. • Consider existing contracts and funding position. Team Manager (Refugee Support) LHS_09. 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 All 16 pitches at Redburn Grove GT site continue to be occupied with a further waiting list of 16 applicants. NAC continued working with partner services. Services were delivered to the community alongside MECOPP, Education, Money Matters, NHS, and the Tenant Participation (TP) team as follows: • An action plan to be developed which identifies the needs and aspirations of Gypsy Travellers and how these will be met will be developed in partnership with 2023 30 September 2025 Senior Manager (Neighbourhood Housing & Homelessness)
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan 7 • The TP team met with Redburn residents’ group in September 2024 to maintain positive engagement and opportunities for residents to influence decision-making around site issues. • Eglinton Medical Practice hold 3 x monthly clinics at Redburn Grove to give the community direct access to a General Practitioner onsite. • Outreach tutors provide education onsite to Gypsy/Traveller young people with two recent leavers have successfully achieved qualifications in various subjects. One is now engaging with a Transition Officer to apply for local colleges. • During July and August, we assisted families to enrol their children into Early Years and Primary School, including access to free school meals, clothing grants and best start grants, where applicable. • Other referrals in September, include a referral to Money Matters for an issue with Council Tax arrears, updating driving licences and a homeless presentation. Gypsy Travellers and the Tenant Participation team. LHS_10. 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 their comments Since 1st April 2024, NAC have engaged with and managed 64 unauthorised encampments to 31 December 2024. The Gypsy/Traveller Co-ordinator completes a needs assessment for every unauthorised encampment site and provided advice and support to the Gypsy/Traveller community where required. • A new performance management framework to be developed for 2024-25 which will include: o No of encampments o No of engagement opportunities 2023 2028 Senior Manager (Neighbourhood Housing & Homelessness)
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan 8 We have introduced a new online reporting form from the North Ayrshire Council webpage, which allows the public to report encampments direct. These are logged onto VERINT North Ayrshire Estate Management system. For the period 1st April to 30th September 2024, we have received 132 concerns regarding encampments. o No of referrals made to other agencies o Impact of feedback LHS_11. 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) Development project to be taken forward to provide new accommodation. Site proposals have been prepared which has identified additional land required to progress and inform the options appraisal. Estates have instructed a DV, and the valuation is awaited to proceed. • Options appraisal paper to be prepared and presented to Cabinet for approval. 2024 31 March 2025 Senior Manager (Housing Strategy & Development) LHS_12. 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 Recruitment articles have featured on social media and Tenants’ chat to recruit new members and to encourage participation from tenants and residents. Housing staff attended a LGBTQ+ virtual training session during July 2024 which was delivered by an independent provider. This training increased awareness of LGBT issues and helped promote good practice. The session provided an opportunity • The Tenant Participation Team have been invited to attend a future meeting of the LGBT+ youth group hosted by Communities. • LGBTQ+ Champions to be established 2024 2025 Senior Manager (Housing Strategy & Development) Team Mananger (Housing Innovation and Digital Development)
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan 9 to explore and examine attendees’ own attitudes and values as well as building their interpersonal skills and confidence to better support people with diverse gender identities and sexual orientations. across Housing Services. LHS_13. 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 We continue to work collaboratively with the Homeless Task Force in the creation of the Homeless Prevention Strategy 2025 - 2030 & preparation for implementation of the prevention duties proposed in the Housing Bill. Business plan being drafted in relation to the creation of a Prevention Team. The purpose of the team is to strengthen prevention from within the Housing Advice Team and lead on the national changes. It is proposed that the Team will also work with partners to implement the duties and provide training/awareness as required. A review of the allocations model is currently being conducted to maximise the use of housing stock to meet the needs of council tenants and housing applicants. • Continue Homelessness Task Force meetings. • First Draft Homeless Prevention Strategy – November for Snr Manager discussion. • Wider partner / stakeholder consultations - November / December 2024. • Draft Prevention Team Business Plan – October for Snr Manager Discussion. • Draft Allocation Model - October for Snr Manager Discussion. 2023+ 2028 Senior Manager (Neighbourhood Housing & Homelessness) LHS_14. 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 A Homelessness Prevention Strategy is being developed which will inform on the North Ayrshire homelessness and prevention priorities, as agreed by the Homelessness Taskforce. • Benchmark exercise against national statistics on homelessness 2024 2028 Senior Manager (Neighbourhood
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan 10 following publication of national statistics. • First Draft Homeless Prevention Strategy. • Wider partner / stakeholder consultations – early 2025. Housing & Homelessness) LHS_15. 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 In 2024 there has been no strategic lead/ coordinator for North Ayrshire Violence Against Women Partnership, however a representative from Housing Services in North Ayrshire is attends national and pan-Ayrshire meetings and coordinated the campaign of 16 Days of Action. North Ayrshire VAWP have not received accreditation this year due to the absence of a strategic lead. The number of women and girls whose reason for homelessness was due to violence or abuse in 2023/24 was 133. In 2022/23, this was 118 which is an increase of 15 (13%) cases. Housing Support Service to Women Experiencing or at Risk of violence contract currently subject to tender. • Further discussions with VAW partnership/HSCP around a strategic lead to be identified. • Following tender process, meet with service provided for Housing Support Service to Women Experiencing or at Risk of violence to implement contract and monitoring framework. 2026 2025 Senior Manager (Neighbourhood Housing & Homelessness) LHS_16. 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 A Housing specific pathway to be launched in Q4 of 2024/25. • Pathway to be launched 2025. 2023 2025 Senior Manager (Neighbourhood Housing & Homelessness) LHS_17. 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 11 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 Care leavers are currently being supported upon leaving care using the Throughcare Protocol. There is a dedicated member of staff within housing who facilitates this. It is anticipated that the new strategic pathway being developed by HSCP will enhance the existing pathway. During 2023/24, 25 young people leaving care were provided with permanent housing through the North Ayrshire Housing Register. The North Ayrshire Throughcare protocol is currently under review, with the lead agency being HSCP Throughcare Team. Once completed by this team, Housing will review to ascertain and explore responsibilities. Brighter Pathways Housing and Throughcare Workstream has determined the HSCP stance with regards to working with young people in respect of their continuing care and housing needs. Meetings are held monthly with all partners. Awaiting recommendations from current throughcare review prior to determining way forward. • Review of the existing protocol with HSCP to be completed by 2025 (this work is part of the Brighter Pathways workstreams). • Throughcare protocol to be reviewed and implemented. 2024 2025 Senior Manager (Neighbourhood Housing & Homelessness) LHS_18. 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 This will be considered within the North Ayrshire Homelessness Prevention Strategy 2025-2030. The proportion of homeless presentations for 16 to 25 in 2023/24 was 280 (24% of total homelessness applications), compared with 278 (25% of total applications) in 2022/23. • Explore additional prevention activities inclusive of best use of allocations policy and support provided for under 25s. • Benchmark across National figures. 2024 2026 Senior Manager (Neighbourhood Housing & Homelessness)
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan 12 Explore CHAP Educational programme impact. Explore appropriate resources and funding stream to improve / expand the service. • Meet with CHAP / Education. LHS_19. 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% During 2023/24, 77 (7%) of all approaches for homeless assistance was a result of prison discharge in comparison to 73 (7%) the previous year. The Prison discharge protocol has been developed; this is still in draft format awaiting approval. The aim of the SHORE standards is to ensure that the housing needs of prisoners in prison are handled at an early stage. This should be done in a consistent way across Scotland, regardless of area, housing status and how long they have been in prison or young offenders’ institution. The standards are designed to ensure that people leaving prison can access services and accommodation in the same way as people living in the community. Recruitment completed for temporary Justice post within Housing First Team, start date to be confirmed. • Launch of the revised prison discharge protocol. • Continue to offer Housing First to repeat offenders to support them to reintegrate in the community, promote tenancy sustainment and prevent reoffending. 2023 TBC Senior Manager (Neighbourhood Housing & Homelessness) LHS_20. 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 The target set at the commencement of the RRTP in 2019 was to create 100 tenancies over 5 years for Housing First. As at the 31 March 2024, 100 Housing First tenancies have been delivered. Therefore, outcome has been met. Funding for RRTP available until 2026, further commitment to 20 additional tenancies for 2024/25 and 2025/26. • A full analysis of Housing First performance is to be undertaken. • New target to be set for future years. 2023 Senior Manager (Neighbourhood Housing & Homelessness)
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan 13 LHS_21. 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 Within 2023/2024 reporting period, which is relevant for sustainment of 2022/2023, sustainment levels were 84.06% against a target of 88.38%. On analysis of the tenancy “fails” highlighted, 28 out 77 failures were either mutual exchanges or alternative secure accommodation sourced. This remains a positive housing outcome which equates to sustainment levels of 89.8%. • Report on tenancy sustainment to be analysed and findings reported to Housing SMT for action. • Target to be established for future years tenancy sustainment. • Scoping exercise to identify relevant training and services available. • Explore requirement for Practitioner Forum to discuss and work in Partnership with other services to deliver holistic service. 2024 2028 Senior Manager (Neighbourhood Housing & Homelessness) LHS_22. 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) Local authorities across Scotland are struggling to attract landlords to the scheme due to high demand and lack of accommodation. The North Ayrshire scheme is currently on hold due to a lack of interest from private landlords. An options appraisal is currently being developed to adapt and promote the scheme. • Action plan to be developed following the outcome from the options appraisal exercise. 2024 2025 Senior Manager (Housing Strategy & Development) Team Manager (Housing Strategy) LHS_23. Align support delivery to prevention activities as identified within the Homeless Prevention Strategy 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 14 Appropriate levels of support available to prevent and alleviate homelessness The Housing Support team provide assistance and support to people while living in temporary accommodation and support tenants within all NAC mainstream tenancies. The Housing Support Team develop support plans based on a tenant’s requirements including housing options, budgeting, and managing a tenancy. The Housing Bill extends the duties to prevent homeless to social landlords and wider services. The development of the Homeless Prevent Strategy will identify priority areas and training needs of frontline staff. Wider partner / stakeholder consultations to ascertain the individual services responsibilities and ensure that services align to maximise homeless prevention. The new integrated service delivery model with housing, homelessness, advice, support, and antisocial behaviour officers all being located within locality-based housing offices is now fully operational. This allows a joined-up response to delivering an improved service to our tenants and residents by resolving any issues as they arise at a local level. A review of the allocations model is currently being conducted to maximise the use of housing stock to meet the needs of council tenants and housing applicants. • Development of Homelessness Prevention Strategy 2025 – 2030. • Consultation with relevant services/organisations on implementation of the strategy. • Analysis of performance information. • Review the stage 1 lead committee report on the Housing (Scotland) Bill 2024. • Participate in national events in relation to the Housing Bill and the implementation. • Develop training plan for frontline staff. • Monitor the change in Service delivery to ensure effectiveness and implement any changes as required. • Transfer led letting plan to be reviewed. 2024 2026 Senior Manager (Neighbourhood Housing & Homelessness) LHS_24. Review the proportion of social rented lets to homeless people to minimise the duration of homelessness Desired Outcome Latest update Next Steps RAG Status Original due date Revised due date Assigned to Reduce the length of stay in temporary accommodation by During 2023/24 48.5% of lets where made to homeless (group 1) (52.7% NAC & 35% RSLs) with an average case duration of 21.9 weeks. A review of the letting plan is currently being conducted to • Transfer led letting plan to be reviewed. • Allocation Policy review. 2024 2028 Senior Manager (Neighbourhood Housing & Homelessness)
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan 15 50% from 26 weeks to 13 weeks maximise the use of housing stock to meet the needs of council tenants and housing applicants. The average length of time by days across all temporary accommodation types is 7.6 weeks in comparison to 9.3 weeks the previous year. Ardrossan direct access average is 1 week whilst both dispersed and Women’s Aid is 14 weeks. The average duration of homelessness across all cases during 2023/24 was 22.39 weeks regardless of outcome. This was a reduction from 27.19 the previous year. LHS_25. 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 Research into the feasibility of mid-market rents for North Ayrshire has commenced and a report will be published in 2025 with recommendations. NAC continue to work with the Scottish Government on the feasibility of innovative models that are being developed including leasing schemes. In April 2024, the Scottish Government created a Housing Investment Taskforce of which NAC are a member. The Housing Investment Taskforce will, by March 2025, identify actions that will unlock both existing and new commitments to investment in housing by bringing together key interests of investors and investees. • Research will continue during 2025, and a paper will be drafted on the feasibility of mid- market rents for North Ayrshire. 2025 Senior Manager (Housing Strategy & Development) Team Manager (Housing Strategy) LHS_26. 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 2023 to 31 March 2024, 54 new Council homes were delivered, and 101 homes were delivered by our Registered Social Landlord partners (RSLs). • Continue to monitor Council and Registered Social Landlord (RSL) 2028 Senior Manager (Housing Strategy & Development)
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan 16 completions projected for 2024/25. • Continue to monitor the impact of the Resource Planning Assumption (RPA) reduction and deliverability of current SHIP projects. Team Manager (Affordable Housing & Regeneration) LHS_27. 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 A review of the allocations model is currently being conducted to maximise the use of housing stock to meet the needs of council tenants and housing applicants. Once this has been completed a relaunch and promotion of Mutual Exchange option will be implemented. • Relaunch & promotion of mutual exchange. • Feasibility of creating a Mutual Exchange Officer post to be explored. 2024 2025 Senior Manager (Neighbourhood Housing & Homelessness) LHS_28. 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 Remodelling research findings and recommendations were presented by the North Ayrshire Housing Register (NAHR) Working Subgroup to the NAHR Strategic Working Group during September 2024. The key focus considerations for remodelling are kinship carers; adopted families; care leavers and care experienced young people; armed forces veterans; home ownership; and domestic abuse. Remodelling recommendations have been considered and proposed, with exception of one further area (Kinship Carers) where further consideration is required. • Finalise agreement of remodelling of the Allocation Policy. • Agree process for updating systems. • Protocols agreed with our partners. • Policy to be published and launched during 2025. 2023 & 2026 2025 Senior Manager (Neighbourhood Housing & Homelessness) LHS_29. Increase the social housing supply by buying back former social housing
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan 17 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 The target of 5 Council buy backs in 2023/24 was met. The Council also acquired 33 properties via the Ukrainian Resettlement Scheme. Riverside acquired two homes in Kilwinning and Trust Housing Association acquired two homes on Arran. SHIP 2024-2029 increased the Council’s previous provision with a total of 65 properties to be bought back over the lifetime of the SHIP. Out with the National Acquisition Programme, up to £25m is being made available from within the Affordable Housing Supply Programme budget over 2023 to 2028 for the Rural Key Workers Housing Fund. The funding enables local authorities and Registered Social Landlords to purchase existing suitable properties in rural areas which can be rented directly or leased to employers to provide affordable homes for key workers. NAC and RSLs are working in partnership to identify suitable properties that can be bought back using this funding to increase the affordable housing stock available on our islands. • Continue to buy back properties, subject to funding availability. • Buy Back Strategy is under preparation and will launch in 2025. • Identify further properties that can be bought back using the Rural Key Workers Housing Fund and progress where feasible. 2023+ 2028 Senior Manager (Housing Strategy & Development) Team Manager (Affordable Housing & Regeneration) LHS_30. 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 Development of North Ayrshire Council’s Buy Back Strategy commenced in 2024 with the strategy providing a targeted approach for different matters including having a focus on purchasing empty homes to support the need for more affordable housing in North Ayrshire. One empty home has been acquired to date during 2024/25. • Launch of the strategy in 2025. 2023+ 2028 Senior Manager (Housing Strategy & Development) Team Manager (Housing Strategy)
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan 18 Affordable Warmth & Zero Emissions LHS_31. 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 During the design and planning for each individual project progressed through out SHIP, an options appraisal is carried out to determine the most appropriate sustainability measures required to reduce fuel poverty for our tenants. In our more recent developments, we have opted for air source heat pumps alongside enhanced fabric measures and solar PV panels. An assessment was carried out for each site and measure to ensure property running costs were affordable for our tenants alongside contributing to our net zero target. As part of our capital programme to replace roofing and rendering, we have taken the opportunity to install solar PV panels on all our properties as well as external wall insulation where deemed appropriate. • Continue to review each project on a site-by-site basis to ensure the most appropriate sustainability measures are utilised. 2023+ 2028 Senior Manager (Housing Strategy & Development) Senior Manager (Property Management and Investment) LHS_32. 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 North Ayrshire Council have appointed a contractor to carry out a pathfinder project, the purpose of which is to fully understand the financial, technical and customer implications of complying with Zero Emission targets. A sample of properties representing our stock profile have been selected and will be subject to a detailed initial assessment, we are currently engaging with tenants at these properties. A budget of £500,000 has been allocated to this project with findings to be presented to Housing during 2025. • Report and findings to be presented to the Housing Asset Management Board (HAMB) for further consideration during 2025. 2023+ 2025 Senior Manager (Property Management and Investment) LHS_33. Review our approach to dealing with dampness and mould issues within properties
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan 19 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 A comprehensive process map has been developed that sets out the process and ensures issues with damp and mould are effectively addressed. The core of this process is in place and further elements, such as an expansion in the use of electronic monitoring, are also under consideration. Information gained through a pathfinder project in relation to monitoring will feed into this. Tenant engagement has also been increased, with regular information provided via the digital Tenant Chat channel. Housing staff have been trained to identify the signs of dampness and mould within a tenant’s home. A review of our Housing/Homelessness delivery model was completed during 2023/24, and the new approach includes a visit to every household once per year to help identify the current and long-term needs of tenants and will support early intervention when signs of dampness and mould are identified by staff at the visit. • Findings from the Pathfinder project will inform the use of electronic monitoring devices. 2023 2025 Senior Manager (Property Management and Investment) Senior Manager (Operations – Building Services) Improving the quality of our homes LHS_34. 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 Housing results from the 2022 Census were released in August 2024. Key headlines are: • North Ayrshire’s population has decreased by 3.4% since 2011, whilst Scotland has seen an increase. • The number of households in North Ayrshire has increased by 2.7%. • Council areas in the west and south of Scotland have more older people living alone relative to • The information regarding North Ayrshire will be reviewed and an action plan will be developed to address any issues that have emerged. 2024 2025 Senior Manager (Housing Strategy & Development) Team Manager (Housing Strategy)
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan 20 their overall population. In North Ayrshire, 12.2% of our population is aged 55 and over and lives alone. • 32.7% of households in North Ayrshire have at least two or more bedrooms than required. • 1.9% of households in North Ayrshire are overcrowded, with one fewer bedroom than required. The data is currently being reviewed, and an action plan will be released in 2025 to address any issues identified. LHS_35. 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 presented at the North Ayrshire Under One Roof event for landlords in June 2024 where the service was promoted along with missing shares, and updates on the repairing standard. Under One Roof is Scotland’s only charity dedicated to providing free and impartial information to the more than half a million tenement flat owners, and housing professionals, on issues related to tenement maintenance, common repair management, and retrofit. The team continue to support landlords 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 will continue to look at alternative ways to promote the service. • Review the stage 1 lead committee report on the Housing (Scotland) Bill 2024 to ensure the service remains fit for purpose. 2023 Senior Manager (Housing Strategy & Development) Team Manager (Private Sector Housing) LHS_36. 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 21 Implementation of the Housing Asset Management Plan action plan Integrated Asset Management - Regular meetings are being held to focus on this area. An action plan has been developed with input from both PMI and Housing to assist in the implementation of a best practice model introduced by the Scottish Housing Regulator (SHR). Scottish Housing Net Zeo Standard (SHNZS) - The Scottish Government have recently published a consultation paper regarding a new net zero standard for housing and a cross-service response is currently being collated. The proposed standard will replace the former energy efficiency standards (EESSH and EESSH2) which form part of the SHQS. Capital Programme - PMI and Building Services continue to deliver the capital programme for investment in our existing stock. Access difficulties continue to persist impacting primarily on the rewiring programme. Statutory Compliance - Actions taken to improve access (end to end process review, higher application of access policy, additional staff resources) are yielding improved results. • Implementation of the integrated asset management action plan. • Monitor emerging legislation with regards to energy efficiency targets and any changes to Building Standards regulations. • Continue the delivery of the capital programme to improve the condition of our existing stock. • Continue to ensure that statutory compliance and tenant health and safety are always adhered to and address access issues as and when required. 2027 Senior Manager (Property Management and Investment) LHS_37. 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 A review of our Housing/Homelessness delivery model was completed during 2023/24. The aim of this was to create an integrated approach with the teams across housing services including the area housing offices, housing support, homeless advice, and anti-social behaviour. This approach will include a visit to every household once per year to help identify the current and • Visit every household once per year to help identify the current and long- term needs of tenants. 2024 2025 Senior Manager (Neighbourhood Housing & Homelessness)
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan 22 facing people with neurodiverse issues long-term needs of tenants. The new delivery model commenced on 7 May 2024. Housing Options continues to be promoted by the Area Housing Offices when applicants submit/change their application for housing. Housing staff participated in an online training session in October 2024 ‘Introduction to Neurodiversity’ which was delivered by HSCP and in association with an external partner. • Lessons learned to be conducted after a full year of implementation in May 2025. LHS_38. 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 The Barnett Court, Saltcoats refurbishment completed in March 2024 and the Cheviot Court, Irvine completed in November 2024. • Refurbishment of Vineburgh Court, Irvine and Laigh Court, Beith with work anticipated to start at these units in early 2026. • Draft plans consultation took place at Moorburn Park, Largs in October 2024 and draft plans are currently being prepared for Regal Court, Dalry. 2028 31 March 2029 Senior Manager (Housing Strategy & Development) Team Manager (Affordable Housing & Regeneration) LHS_39. 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
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Appendix 1 - Local Housing Strategy 2023 – 2028 Action Plan 23 Housing investment priorities within the Strategic Housing Investment Plan align to future and current demographic needs Demand for social housing is reviewed annually as part of the development of the new SHIP. • Development of a performance management framework for housing need and demand. 2023+ 31 March 2028 Senior Manager (Housing Strategy & Development) Team Manager (Affordable Housing & Regeneration) LHS_40. 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 An updated Development Plan Scheme incorporating the proposed timetable for the preparation of LDP3 was adopted by the Planning Committee on 22nd November 2023. The target date for the adoption of LDP3 is the first quarter of 2027. An evidence-based approach to the establishment of a target for the delivery of accessible homes within the private sector is underway. This is aligned to the preparation of the Evidence Report for LDP3 during 2024. A Housing Evidence Paper will support the Evidence Report and include whether a target is needed; if so, what the target should be and how it might be implemented. • Finalise and publish the Housing Evidence Paper; seek the views of stakeholders including private sector housebuilders. 2024 30 June 2027 Senior Manager (Planning) Strategic Planning Manager LHS_41. 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 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 24 The publication of information, sign posting to advice services and the planned refresh of the Scheme of Assistance The Scheme of Assistance is currently being reviewed which will include the changes to the Repairing Standard which came into force on 1 March 2024 and the promotion of positive outcomes for people living with autism in the private housing sector. Following review, an action plan for consultation and engagement will be implemented prior to presentation at the appropriate Committee. The Scheme of Assistance will be available in a format that is suitable for people with literacy and/or sensory/communication issues. Housing staff, including the Private Sector Advice Team, participated in an online training session in October 2024 ‘Introduction to Neurodiversity’ delivered by HSCP and in association with an external partner. • Action plan for consultation and engagement will be developed and implemented. 2025 Senior Manager (Housing Strategy & Development) Team Manager (Housing Strategy)
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Appendix 2 LHS_TBC. 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 resident's needs and aspirations are reflected in all service provision • The Arran Housing Task Force will continue to progress its action plan • Issue the Arran Housing Survey 2025 • Continue to review the demand on the North Ayrshire Housing Register for Arran & Cumbrae • Attend national forums to learn from our peers and highlight the work undertaken in North Ayrshire 2028 Senior Manager (Housing Strategy & Development) Team Manager (Housing Strategy)