SECTION 7 Strategic Housing Objectives - South … 7: Strategic Objectives 23 The Strategic...

23 Section 7: Strategic Objectives

The Strategic Objectives detailed in the following section arebased on the analysis of the housing system, which can befound in Section Four of this document. The action plans weredeveloped through the option appraisal process and whereappropriate are based upon SMART objectives. Full details onthe actions, including partnering arrangements, can be foundin the LHS Implementation Plan.

The LHS Implementation Plan, the Option Appraisal Report,and the Local Housing Systems Analysis are all available assupplementary documents to the Local Housing Strategy.

SECTION 7

Strategic Housing Objectives

24

Objective 1

Sufficient Affordable Rented Accommodation

South Ayrshire is apressured area, withhousing need faroutweighing housingsupply. Right to buy hasresulted in a net stock lossof 42 per cent, the greatestloss of all rural authoritiesin Scotland. New buildthrough HousingAssociation Grant has notbeen sufficient to accountfor the loss. New build inthe private sector is tendingto be aimed at higherincome households.(Further detail is containedin the South AyrshirePressured Areas Proposal).Scottish Planning Policy 3:Planning for Housing setsout ways in which theplanning system can assist

in the provision of affordable rented housing in areas wherethere is an identified shortfall. These provisions are reflectedin the actions below.

South Ayrshire has adopted the Scottish Executives SocialJustice Strategy which identifies ‘increasing the quality &variety of homes in our most disadvantaged communities’ asone of its key targets. Lack of affordable rented housing hasan impact in terms of sustainable communities (housing isrationed and can therefore only be provided for those in mostneed, often creating imbalanced communities), economicdevelopment (local business finds it difficult to attractworkers who are unable to afford private housing and cannotquickly secure rented accommodation due to increasedwaiting lists), education and health (people are living inunsuitable housing conditions and are unable to secureappropriate accommodation).

OPTIONS CONSIDERED AND REJECTEDAdditional options considered and rejected in relation to thisobjective are detailed in Option Appraisal Results ReportTopic 2.

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A Enable new provision of a total of 200 units per year forfive years by registered social landlords to contribute toaddressing the decline in Council stock, through increasedCommunities Scotland development funding, challengefunding and private funding.

B Enable provision of affordable rented houses throughrequiring a proportion of Greenfield release whereappropriate, in accordance with Local Plan Policies H13-H16. Section 75 Agreements will normally be used toimplement this policy. Target 80 houses/year over planningperiod.

C Enable provision of affordable rented houses throughredevelopment of brownfield sites in accordance with LocalPlan policy H1. Target 80 houses/year over planning period.

D Enable provision of 50 houses for affordable rentedhousing per year over the planning period throughdevelopment of gap sites in accordance with Local Planpolicies.

E To promote sustainability and value for money the Councilwill encourage ‘Partnering in Procurement’ methodsbetween housing providers and contractors. Aim is for amin. of 15% of the above provision being provided in thisway by 2006.

F Suspend right to buy for new tenants in pressured areasthrough use of powers in Housing (Scotland) Act 2001(development of pressured areas proposal) by April 2004.

G Bring empty properties back into use:council housing -provide tenancy support to reduce voids and turnover,and improve void management procedures. Measures to bein place by April 2004.

H Bring empty properties back into use: private sector –identify and utilise initiatives such as empty homes andtargeted grants to bring empty properties back into use onan on-going basis.

I Investigate sources of funding to assist RSLs in thepurchase of properties on the open market to increase theno. of properties for affordable rent. On-going.

J Develop RSL investment framework by November 2003.

K Provide facility to develop operating agreements withRSLs.

· no. new build units for affordable rented housing· no. of additional sites identified, by settlement· updates to be provided in Tenants Newsletter

· number of affordable houses built on greenfield sites· number of RSL / private developer partnerships· % affordable rented houses within private sector

developments

· number of affordable houses built on brownfield sites· number of brownfield sites identified

· number of affordable houses built on gap sites

· % of developments/units provided· No. of partnering agreements in place

· agreed pressured areas status· no. RTB by settlement and priority area· impact on waiting list· customer feedback

· void turnaround timescales and turnover bysettlement and priority area

· evaluation of tenancy support scheme (supportingpeople)

· impact on waiting list· customer feedback

· no. of empty homes brought back into use· level of funding targeted to empty properties· number of empty properties on register

· amount of investment· Number of properties purchased

· Accepted framework in place

· No. RSLs taking up offer· No. agreements in place

ACTION MONITOR

26

Objective 1.1

Adequate Accommodation To Meet The Needs Of Single People And Small Households

During the period 2002 – 2012 the number of single personhouseholds is expected to increase by one-fifth, from 15801to 18970, to make up over a third of all households.Conversely, the number of households with two adults andchildren is expected to decrease by almost one-quarter overthe same period, from 10130 to 7720. There will therefore bean overall shift towards smaller household sizes, and anoverall decline in the number of households with children.This is likely to increase demand for smaller houses.


A Target of 75% of all affordable rented new build to be oneand two bedroom properties for Ayr, Prestwick, Troon,and Girvan, each year for 5 years.

B Investigate potential for small pilot conversion of localauthority accommodation with local need taken intoaccount, by 2006.

C Ensure inclusion of proportion of amenity housing withinRSL new build programme in identified areas on an on-going basis.

D Work with Private Sector to ensure provision of new buildbarrier free housing. Joint working proposal to be in placeby Dec 2004.

E Identify council housing suitable for barrier freeconversion within the modernisation programme. Target isto convert 5 properties per year over the planning period.

F Investigate amendments to the housing allocations policyto relieve pressure on waiting lists for smaller properties,by 2005.

· % small properties built in Ayr/ Prestwick/Troon/Girvan

· Pilot feasibility completed as appropriate· Number of additional small properties created· tenant satisfaction with conversion as evidenced by:

· turnover· void levels

· No. new build amenity properties

· No. properties for owner occupation built to barrierfree standard

· No. barrier free conversions carried out

· No. people on waiting list for smaller properties· Length of time on waiting list for smaller properties

ACTION MONITOR

The mean household size inSouth Ayrshire is expected tofall by just over 7 per centbetween 2002 and 2012 from2.23 to 2.07 persons. This isdue to a falling birth rate andaging population, as shownin figure 2. The elderlypopulation is expected toincrease from 21286 to 23294,with significantproportionate rises in thenumber of very elderlyhouseholds. This is likely toincrease the demand forsupport and for amenityhousing.

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Objective 2

Sufficient Private Sector Accommodation

Scottish Planning Policy 3: Planning for Housing, states thatone of the key aims of planning is to ‘provide well-located,high quality new housing’ to meet the requirements ofhousing market areas. This principle supports economiccompetitiveness, social justice and sustainable development.

Within the South Ayrshire area there is an adequate supplyof housing sites to 2009 to meet housing requirements forowner occupation. In terms of the potential shortfallemerging in the 2009 – 2012 period, it is expected that thisshall be met by a combination of ‘windfall’ and sites comingforward through the ongoing local plan process.

South Ayrshire has a large number of properties in theCouncil tax bands above D (i.e. relatively expensiveproperties). Almost 31 per cent of South Ayrshire dwellingsin 2001 were in bands E, F, G and H, compared toapproximately 22 per cent nationally. Furthermore, SouthAyrshire had higher than average proportions of propertiesin each of these bands with the exception of band H. SouthAyrshire also has an extremely low number of properties inBand A – approximately 15 per cent, compared to 26 percent in Scotland. This profile gives cause for concern withrelation to affordability.

There is a relatively small private rented sector in SouthAyrshire, largely based around Ayr, Prestwick and Troon.The main issues are affordability and quality, with rentsbeing high. Research carried out by South Ayrshire Counciland Ayrshire Housing indicates that there are a significantnumber of private properties currently lying empty,

particularly in town centres,which could potentially beupgraded and let.

There is significant relianceon the private rented sectorin South Ayrshire for theprovision of accommodationfor homeless people. Anyempty properties broughtback into use would have abeneficial impact.

Further details are containedin the Local HousingSystems Analysis, thePrivate Sector StockCondition Survey and theAyrshire Joint StructurePlan.

OPTIONS CONSIDEREDAND REJECTEDAdditional optionsconsidered and rejected inrelation to this objective aredetailed in Option AppraisalResults Report Topic 2.

A Enable provision of new build in Ayr, Prestwick and Troonfor low cost home ownership through the Local Planprocess. Targets and timescales are to be set in consultationwith the Council’s planning service.

B Enable provision of new build for owner occupation ensuringgeographical spread in relation to demand, through the LocalPlan process. Targets and timescales are to be set inconsultation with the Council’s planning service.

C Identify funding to enable empty property to be broughtback into use, including mechanism for providing targetedgrants to landlords identified in the empty propertydatabase by Sept 2003.

· no. units for LCHO in Ayr/Prestwick/Troon· evaluation of LCHO schemes in Ayr/Prestwick/Troon· RTB sales by settlement and priority area· % houses sold priced under £40,000

· new build for owner occupation by settlement andpriority area

· amount of funding levered in· number of grants targeted· number of empty properties brought back into use

ACTION MONITOR

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28

Objective 3

Sufficient Quality Accommodation Across All Tenures

The Scottish Executive Fuel Poverty Statement states that47% of all households in the private rented sector areexperiencing fuel poverty. In 1997, the average privatesector dwelling had an NHER score of 3.9 (on a scale of 1through 10, where 10 is the most efficient), and spent £860a year on energy. The entire private sector within SouthAyrshire consumed 5230 TJ/year in 1997. By 2001, thisenergy consumption had fallen by almost 5 per cent to 4977TJ/year, hence reducing CO

2 emissions by just over 6 per

cent.

The South Ayrshire Standard for Council housing has beendeveloped through the Stock Option Appraisal process andagreed through consultation conducted by the SouthAyrshire Tenants Group and the Tenants InformationService. This is in the process of being integrated into theCapital Programme and requires planned funding and strictmonitoring.

The Scottish Housing Improvement Task Force final reportrecommends the development and implementation of aScottish Housing Quality Standard. This would provide abasis for local authority intervention powers, and alsoprovide assistance in the targeting of private sector grantsand loans.

OPTIONS CONSIDERED AND REJECTEDAdditional options considered and rejected in relation tothis objective are detailed in Option Appraisal ResultsReport Topic 5 and in the Stock Option Appraisal StudyReport, the South Ayrshire Council Stock Condition Surveyand the Private Sector Stock Condition Survey.

Scottish Planning Policy 3:Planning for Housing,supports the creation ofhigh quality housingdevelopments in all tenures,including the creation ofattractive, sustainableenvironments and reductionof energy consumption.

South Ayrshire Council hasadopted these principlesacross new and existingproperties in the followingways.

A Private Sector StockCondition Survey has beencarried out to providedetails on the levels ofinvestment required andidentify the areas with thepoorest stock. Figures wecurrently have indicate thatthere were 453 BelowTolerable Standardproperties within theprivate sector in 2000.Although this representsless than 1 per cent of thetotal housing stock, it is also32 more BTS propertiescompared to 1997.

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A Implement action plan within private rented sector strategyto tackle issues identified through private rented sector work-shops. Timescales detailed in the PRS Strategy document.

B Devise and implement affordable warmth strategy,including targeting heating system upgrades andinsulation improvements where Home Energy Ratings arelowest, enabling grants/ funding improve the standard ofprivate rented, provision of comprehensive advice bySouth Ayrshire Energy Agency by April 2004.

C Devise action plan to meet the recommendations andtackle the issues identified in the Private Sector StockCondition Survey by Sept 2003.

D Establish care and repair scheme piloted in Girvan in 2001.Evaluate and roll out in 2002/03 by December 2003. Targetto assist 10 people in 03 / 04, then 35 people per year.

E Investigate feasibility of factoring schemes jointly withappropriate RSLs to maintain private sector stock,including possibility of a sinking fund by Dec 2004.

F Implement the South Ayrshire Standard and monitorthrough capital programme process each year over theplanning period.

G Ring fence a level of private sector grant funding forprivate landlords, or identify additional funding source toencourage housing improvements, on an on-going basisover the planning period.

H Devise and implement private sector landlordaccreditation scheme to encourage private landlords toprovide quality accommodation and work in partnershipto house homeless people by Dec 2003.

I Devise and implement an information/education service onhome maintenance for owner-occupiers by Sept 2004.

J Investigate options for the involvement of owners inCouncil modernisation schemes, including options forgrant assistance and easy payment methods by Sept 2004.

K Provision of information to RTB customers setting outresponsibilities particularly in relation to repairs andmaintenance by April 2004.

L Identify ways of increasing funding for aids andadaptations within the private sector on an on-going basisover the planning period.

M Consider implications of the recommendations of theHousing Improvement Task Force Report, includingimplications of flexible tenure by April 2004.

N Provide support and referrals to RSL Mortgage to RentScheme – on-going over the planning period.

O Develop joint working arrangements with privatedevelopers to encourage input into meeting qualityobjectives and energy efficiency targets

· Evaluation of private rented sector strategy· Feedback from private rented sector landlords and

tenants

· Agreed affordable warmth strategy in place· % ↓ energy consumption· no. grants· ↓ no. homes where warmth unaffordable· meet HECA targets

· no. BTS houses by settlement and priority area· benchmark housing quality standard by settlement

and priority area· % barrier free within new build· no. amenity conversions· no. adaptations by settlement and priority area

· evaluation of scheme using agreed criteria· % private sector grants to people with particular

needs by settlement and priority area

· no. houses part of factoring scheme· level of satisfaction

· no. of improvements against programme· monitoring arrangements to be agreed with South

Ayrshire Tenants Group

· Level of funding· No. grants

· Development of scheme· No. landlords registered· No. nomination agreements in place· Stakeholder satisfaction

· Information materials devised and available· Customer feedback

· No. of owners successfully included in modernisationprogrammes

· No. modernisation programmes with owner-occupiers

· Information materials devised and available· Customer feedback

· Level of funding· No. aids and adaptations carried out

· Agreed actions in line with HITF reportrecommendations, relevant to South Ayrshire, andwith identified resources

· No. referrals

· Partnership arrangements in place

ACTION MONITOR

30

Objective 3.1

Healthy Homes

Effective healthimprovement should beavailable to all, deliveredusing a multi-agencyapproach, with thecontinual aim of tacklingsocial inclusion, andfocusing on healthpromotion and theprevention of ill health.

The Scottish ExecutiveCommunity RegenerationStatement recognises healthas one of the core areas foraction in tacklingdeprivation. Theenvironment in whichpeople live can have adetrimental effect on theirwell-being. Compared to thegeneral population,homeless people are morelikely to have poor health,multiple health problems,

and to have a lower life expectancy, and a greater likelihoodof addiction related problems. This is demonstrated inresearch carried out in Ayrshire through the Rough SleepersInitiative. People living in socially deprived communitiesare more likely to suffer from stress and depression, andless likely to eat healthily, to take up opportunities forscreening and immunisation or to visit a dentist.

The Scottish Fuel Poverty Statement (2002:5) states that“illnesses such as influenza, heart disease and strokes areall exacerbated by cold, and cold homes can also promotethe growth of fungi and the number of dust mites - oftenlinked to conditions such as asthma ... There is also evidenceto suggest that cold homes can increase the time taken torecover from other illnesses”. Specific groups at risk arethe elderly, the sick/disabled, and young children. This isparticularly relevant to South Ayrshire due to the projectedincrease in the population of older people.

OPTIONS CONSIDERED AND REJECTEDFurther details relating to health can be found in the NHSAyrshire and Arran Health and Homelessness Action Plan,South Ayrshire Council’s Homelessness Strategy and theAffordable Warmth Strategy that is currently underdevelopment.

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A Central heating improvements and insulation measurestargeted predominantly to people with respiratoryproblems and heart disease, following referral by localhealth professionals. It is expected a total of 300 propertieswill be improved under this scheme with the existingfunding.

B Take part in single shared assessments where there areidentified housing needs – on-going over the planningperiod.

C Joint Training in housing needs assessment involvingHealth Professionals and Housing Professionals – on-goingover the planning period.

D Agree and implement Affordable Warmth Strategy byApril 2004.

E Implement Care and Repair Scheme by Dec 2003. Target toassist 10 people in 03/04, then 35 people per year.

F To address health needs of homeless clients and improveaccess to services.Aim to assist 50 people per year. On-going over the planning period.

G Raise health awareness in priority areas to contribute tosocial inclusion – on-going over the planning period.

· no. properties improved

· no. joint assessments carried out· housing outcomes· customer feedback

· no. people trained· training evaluation

· monitoring arrangements as detailed in the AffordableWarmth Strategy

· monitoring arrangements as set out in the Business Plan· no. repairs carried out· customer feedback

· No. homeless people accessing services· Range of services available· Methods of promoting services to homeless people

· level of information provided· evidence of health awareness· customer feedback

ACTION MONITOR

32

The Scottish ExecutiveCommunity RegenerationStatement identifies thechallenge of regeneration asbeing to ‘ensure thatservices are designed to meetthe needs of deprived peopleand delivered in ways thatimprove the quality of theirlives’.

Following the principles ofthe CommunityRegeneration Statement, theaim in South Ayrshire is tobuild strong communitiesthrough investing incommunity learning anddevelopment processes.Significant consultation

around social inclusion in South Ayrshire has resulted in theidentification of priority areas for such concentratedinvestment and development. Full details are contained inSouth Ayrshire Profile for Community Regeneration and theStock Option Appraisal Study Report.

South Ayrshire has two designated Social InclusionPartnership (SIP) areas – Girvan and Ayr North. North Ayrgained SIP status in 1997 and has adopted a communityplanning framework for achieving its identified aims. Fulldetails of progress and evaluation can be found in the NorthAyr Partnership Annual Report 2001/02.The Girvan and South Carrick SIP was set up in 1999 with aspecific focus on children and families. Full details on progressare contained in the Girvan and South Carrick SIP AnnualReport 2001/02.


Objective 4

Inclusion In Priority Areas To Create Safe, Attractive Neighbourhoods

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A Co-ordinated capital investment and managementinitiatives for Westoak, Arran Park, Wallacetoun, TroonHarbour by Dec 2004.

B Development of pilot Community Action Partnership inWestoak by April 2004.

C Work jointly with Communities Scotland to encourage thewider role activities of RSLs in increasing access toservices and amenities e.g.· access to skills and training for improved employmentopportunities

· provision of training and support for communityactivists, groups and organisations in their local area

· provision and management of facilities for communityand social activities, health promotion projects,development of school links and the provision of care andsupport for tenants and other residents

On-going over the planning period.

D Create active communities and capacity building inneighbourhood areas by supporting local groups andimplementing the Tenant Participation Strategy. On-goingover the planning period.

E Form a quick response or ‘hit team’ to deal with neighbourproblems, fly-tipping and graffiti in priority areas by Dec2003.

F Investigate the potential for community based lettingsand/or choice based lettings in priority areas by July 2004.

G Implement the action identified in North Ayr SocialInclusion Partnership Annual Report 2001/02. Timescalesand targets identified in the report.

H Implement the action identified in Girvan and SouthCarrick Social Inclusion Partnership Annual Report 2001/02. Timescales and targets identified in the report.

Range of inclusion indicators including:· tenant satisfaction· ↓ turnover by priority area· % capital programme investment· level RSL activity

· Implementation of repairs board· Local control of environmental improvement budget· Local monitoring of services· Customer feedback and satisfaction

· no of RSL schemes· level of expenditure· no. people benefiting· level satisfaction

· meet targets detailed in tenant participation strategy

· hit team set up· no. reported graffiti and tipping· customer satisfaction

· recommendations produced· reduced turnover, voids, refusals· customer satisfaction

· Monitoring arrangements as detailed in the AnnualReport

· Monitoring arrangements as detailed in the AnnualReport

ACTION MONITOR

34

The Scottish Executivedocument ‘Rural Scotland, ANew Approach’ provides anational rural policyframework. It recognises therequirement for high qualityaffordable housing in ruralareas, including the need fornew provision. SouthAyrshire Council hasadopted both thisframework and theprinciples of ScottishPlanning Policy 3: Planningfor Housing, in developingthe actions detailed below.

Rural issues differ from those in other areas of South Ayrshirein the following ways:

Some settlements have a higher proportion of councilhousingThere is a disproportionate effect of right to buyThere are high levels of BTS housing in private rentedsector, in particular agricultural tenanciesHouse prices tend to be forced upwards due to in-migrationThere is a particularly vulnerable employment structureThere is a particularly isolated elderly population


Objective 5

Sustainable Rural Communities

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A Programme of individual local housing strategy for rurallocation involving small new build development andmanagement initiatives each year over the planningperiod.

B 30 new affordable rented houses per year in rural areasover the planning period.

C Suspend right to buy in rural areas from April 2004 for afive year period.

D Work jointly with Communities Scotland to encourage thewider role activities of RSLs in increasing access toservices and amenities in rural areas. Such strategieswould form part of the individual local housing strategyfor each rural location. On-going over the planning period.

E Care and repair in Girvan Local Health Care Co-operative(LHCC) area years 1 and 2, South Ayrshire years 3 and 4.First stage by December 2003. Target to assist 10 people in03 / 04, then 35 people per year.

F Encourage self build in rural areas. Target 1 plot per yearfor five years.

G Investigate the potential for a Farm Business DevelopmentScheme by Dec 2006.

H Maintain empty property database so that grants can betargeted to bring properties back into use – on-going overthe planning period.

I Develop a partnership with rural landowners to developprojects to assist in ensuring best use of all available stock.Partnership by April 2004. Projects identified on an on-going basis over the planning period.

J Meet target of 75% of new build properties through thedevelopment programme being two and three bedroomproperties in rural areas each year over the planningperiod.

· no. units built in rural areas· evaluation· no. LCHO

· no. units built in rural areas

· no. RTB by area

· no of RSL schemes· level of expenditure· no. people benefiting· level satisfaction

· establishment and evaluation of scheme as per agreedcriteria

· no. self build plots identified and sold

· Investigation complete with recommendations

· System in place to maintain database· No. grants targeted

· Rural landowners database set up· Inclusion of rural landowners in private rented sector

strategy

· % 2 & 3 bedroomed properties built in rural areas

ACTION MONITOR

36

The main towns in SouthAyrshire are Ayr, Prestwick,Troon, Girvan andMaybole.

These towns requirecontinued investment ininfrastructure to developand sustain the touristindustry and ensure thatpeople living there areadequately housed in warm,affordable housing.

The Draft South AyrshireLocal Plan indicates that thedevelopment of newdwellings in town centresrepresent beneficialopportunities as it enhancesthe vitality and viability of

towns and may also contribute to passive surveillance andcrime prevention, particularly out-with shopping hours.The current profile of residents, secured through SlimsReporting Trends, indicates a much higher than averageunemployment trend in contrast with that of South Ayrshireas a whole. Unemployment in Ayr Town Centre (KA7 1) stoodat 20.5% at February 2000 with the male average of 30%,whilst for females the rate was that of 18.5%. The SouthAyrshire average was 5.8%. This key area for action is alsodetailed as a priority within the Scottish Executive’sCommunity Regeneration Statement.

Other issues include numbers of empty town centreproperties, including flats above shops and empty shoppremises, properties in disrepair and lack of affordablehousing for rent and for owner occupation.

OPTIONS CONSIDERED AND REJECTEDAdditional options considered and rejected in relation tothis objective are detailed in Option Appraisal ResultsReport Topic 6.

Objective 6

Thriving Town Centres

A Enable provision of 70 affordable rented houses per year intown centres through redevelopment of brownfield sites inaccordance with Local Plan policy H1 for five years.

B Target Private Sector grant aided activity in town centres -on-going over the planning period.

C Develop a policy to achieve co-ordinated housing, retail,leisure and environmental improvements, includingpotential conversions of vacant retail property to housing,by April 2007.

D Develop a Private sector landlord accreditation Scheme toencourage high quality accommodation and partnershipworking to house homeless people by April 2004.

E Investigate the potential for a tenant incentive/loyaltyscheme by April 2005.

· no units built in town centre

· no. grants for town centre properties

· agreed policy in place· reduced vacant property

· scheme in place· no. nominations for homeless people· customer satisfaction

· feasibility complete in partnership with tenants· pilot scheme identified if appropriate

ACTION MONITOR

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The Joint Community Care Plan 2001-2004 reports that thereare between 200 and 300 learning disabled adults across SouthAyrshire. It is estimated that approximately 4800 people inSouth Ayrshire have a physical disability, of which almost800 are estimated to have a significant disability (SouthAyrshire Council, 2001). Approximately 26 per cent of peopleliving in the local authority sector have a long-term illnessor disability (Lowland Market Research, 2002).

The report of the Joint Future Group (Scottish Executive 2001)sets out an agenda for joint working between housing, socialwork and health authorities. The main agenda is aboutrebalancing care for older people and improving jointworking. It has however wide ranging implications forhousing for all people with particular needs. The group havemade specific recommendations about more intensive care athome, rapid response teams in every local authority area, a

s h o p p i n g / h o m emaintenance service inevery area, joint resourcingand joint servicemanagement on the servicesfor older people and forpeople within other caregroups

OPTIONS CONSIDEREDAND REJECTEDAdditional optionsconsidered and rejected aredetailed in Option AppraisalResults Report Topics 3 and4, and in the JointCommunity Care Plan.

Objective 7

Suitable Housing For People Who Have Particular Needs

A Detailed Housing Need Assessment using PersonalHousing Planning Technique beginning with 8 peopledischarged from Arrol Park hospital in year one and risingin numbers thereafter over the planning period.

B An amended Council housing Allocation Policy becameoperative in October 2000. It is anticipated thatapproximately 40 community care service users will beallocated housing per year through this category over theplanning period.

C Achieve 10 successful nominations of community careservice users per year to housing association current andnew build properties. Target 50 community care serviceusers housed in plan period.

D 5% of all new build should be to wheelchair standard.This will result in 10 new build wheelchair homes beingprovided each year throughout the plan period.

E It is anticipated that 2 properties per year will beupgraded to wheelchair standard as part of theImprovement Programme and as part of a programme ofpersonal housing planning.

F Identify suitable properties in the private rented sector forconversion to amenity and wheelchair standard as part ofprivate sector strategy on an on-going basis.

G Ensure 1% of private sector new build is to wheelchairstandard per year over the planning period.

· Number of PHPs completed.· Customer feedback

· No. Community Care Service Users allocated housingthrough Community Care Category.

· Development of review procedures

· No. of nominations to RSLs.

· No. houses built to wheelchair standard.

· No. properties upgraded to wheelchair standard.· No. planning apps for conversion granted

· Number of suitable houses identified.

· No. private sector houses to standard

ACTION MONITOR

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38

H Development and implementation of a de-institutionalisation programme for a range of people withdisabilities including older people, people with learningdisabilities and people with mental health problems byApril 2005. A feasibility study into converting the localauthority older people residential home in Troon intoamenity housing has been completed and concluded thatsuch action is possible.

I Carry out feasibility study for a de-institutionalisationprogramme in Girvan, (to include residential home forpeople with learning disabilities) by April 2004.

J Implement Smart Technology pilot project to provide safesecure housing by April 2004. Target to assist 16 – 20vulnerable people and identify where such technology,including for security purposes, can be of benefit.

K New build for particular needs through developmentfunding process. Nos. specific to individualdevelopments, over the planning period.

L Provide tenancy support for people included in theresidential reprovisioning programme in Troon andGirvan, and the dementia friendly housing development inAyr North through the supporting people programme. On-going.

M Investigate demand and potential model for provision ofintensive care services for the most vulnerable olderpeople in very good housing as an alternative to care homeadmission. Aim to develop pilot by April 2004.

N Provide additional refuge accommodation for womenfleeing domestic abuse in partnership with Woman’s Aidand RSLs. Target 4 properties by March 2004.

O Provide new build dementia friendly housing inpartnership with RSLs. Target 12 properties by April2005.

· Number of amenity houses provided throughprogramme.

· Feasibility complete and action identified

· Evaluation of pilot project.· No. properties made safe and secure.

· No. properties built

· No. people supported· Customer feedback

· Feasibility complete· Customer feedback

· No. additional properties

· No. new build dementia friendly properties

ACTION MONITOR


The supply of permanent and temporary accommodation isa prominent issue within South Ayrshire. On average SouthAyrshire Council houses 850 people per year from its waitinglists, all of whom are in housing need. About 22% of theseallocations are to homeless people. Given that there areapproximately 1000 homeless presentations per year, thereis a significant shortage of accommodation. In addition thereis a reliance on Bed and Breakfast establishments for theprovision of temporary accommodation. The proposalswithin the Housing (Scotland) Act 2001 and theHomelessness etc Bill, whilst improving the rights ofhomeless people, are also likely to have a significant impacton increasing this shortage.

Work is currently underway with Registered SocialLandlords in South Ayrshire to investigate ways ofincreasing the supply of accommodation and improvingnominations to assist in alleviating some of the pressuredetailed above. Options for preventing tenancy breakdownand family breakdown are also priority.

A detailed analysis ofhomelessness in SouthAyrshire can be found in theHomelessness Strategy andthe document ‘Analysis andAssessment ofHomelessness in SouthAyrshire’ whichsupplements the strategy.

OPTIONS CONSIDEREDAND REJECTEDAdditional optionsconsidered and rejected aredetailed in Option AppraisalResults Report Topic 4, andin South Ayrshire’sHomelessness Strategy.

Objective 8

Effective Response To Accommodation Needs Of Homeless People

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40

A Implement Homelessness Strategy Action Plan (seeHomelessness Strategy).

B Development of robust nomination agreements with RSLsto take account of the new homelessness legislation. Targetto increase numbers of successful nominations from 14 peryear to 30 per year by 2008.

C Investigate options within the allocations policy toincrease the number of homeless people permanentlyhoused each year from 198 to 250.

D Increase the number of temporary accommodation units tomeet increased demand as a result of new homelesslegislation.(There is a need to review the provision oftemporary furnished accommodation to ensure adequateprovision. It is estimated that a further 15 temporary unitswill be required within the Plan period.)

E The Council and partners will continue to encourage theuse of flexible tenure in the form of mortgage rescueschemes to help potentially homeless households. Based onrecent homeless statistics this could benefit up to 22households. South Ayrshire will also take a positiveapproach to any recommendations on flexible tenure fromthe Housing Improvement Task Force over the planningperiod.

F Increase the amount of accommodation available tohomeless households through partnership with RSL topurchase properties on the open market by 5 per year overthe planning period.

G Support and expand the rent deposit to assist homelesspeople in accessing private rented sector accommodationover the planning period.

H Extend pilot project for Starter Packs 2003/04 to assisthomeless people in the purchase of white goods andcarpets.

I Provide tenancy support in B&B and temporary furnishedaccommodation through the supporting peopleprogramme. Consider the support options for people inpermanent accommodation. On-going.

· Monitoring arrangements as detailed in HomelessnessStrategy

· Number of successful nominations to housingassociations.

· Number of allocations to homeless applicants by area.

· Number of temporary furnished accommodation unitsidentified.

· Number of potentially homeless households assistedby mortgage rescue scheme.

· No. properties purchased· No. people housed

· No. referrals· No. people successfully housed· Level of funding

· No. people accessing funding· Project evaluation

· No. people supported· Customer feedback

ACTION MONITOR


The Scottish Executive Social Justice Strategy identifies therequirement to provide support to young people,particularly those leaving care, to assist in the preventionof homelessness. This is a theme also identified within theHomelessness Task Force Report. Both South AyrshireCouncil’s Children’s Services Plan and the HomelessnessStrategy recognise this as a priority area.

South Ayrshire’s Children’s Services Plan identifies a numberof objectives relating to young people and accommodation,including young homeless people and young people leavingcare who may be at risk of becoming homeless. Full detailscan be found in South Ayrshire’s Children’s Services Plan.

The Homelessness Strategy goes on to identify that the mostdistinctive feature of people applying as homeless in SouthAyrshire is that 30% are young single people (age 24 andunder). Many of these young people are unemployed and aproportion has the additional difficulty of a chaotic lifestyle.Support services for homeless people are an essential partof the council’s Supporting People strategy. Supportingpeople services have been developed as part of the homelessstrategy.

A detailed analysis ofhomelessness in SouthAyrshire can be found in theHomelessness Strategy andthe document ‘Analysis andAssessment ofHomelessness in SouthAyrshire’ whichsupplements the strategy.

OPTIONS CONSIDEREDAND REJECTEDAdditional optionsconsidered and rejected inrelation to this objective aredetailed in Option AppraisalResults Report Topic 4, andin South Ayrshire’sHomelessness Strategy.

Objective 8.1

Adequate Housing And Support For Young Homeless People

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42

A Reduce the reliance on bed and breakfast accommodationfor young people over the planning period from 8 per yearto 0.

B Develop a high support project to meet the support needsof homeless clients who are inappropriately accommodatedin bed and breakfast establishments, in conjunction withthe supporting people strategy, and as identified in theChildren’s Services Plan by April 2004. Target to support 5people per year.

C Continue to support and investigate development optionsfor the Council Throughcare Team over the planningperiod.

D Continue to support and develop the STEP programme,which is designed for young people who are experiencingdifficulty in accessing or sustaining training oremployment over the planning period. Target to assist 200people per year.

E Continue to support and develop the START project’swhich supports 18-25 year olds in finding and sustainingaccommodation, and reduce the danger of them sleepingrough. over the planning period. Target to assist 375people per year.

F Provide housing and support to young people and younghomeless people as detailed in the Children’s Services Plan,including the further development of the ThroughcareTeam, links with voluntary agencies and supportingpeople

H Improve access to health services for children and youngpeople in homeless situations as detailed in the Children’sServices Plan. Assist 50 people per year.

· Number of temporary furnished properties availablefor young people.

· Reduction in use B&B

· Successful completion of project· No. young people supported· Customer feedback

· Number of young people being supported byThroughcare

· Number of young people assisted in accessing trainingand employment.

· Number of young people assisted in sustainingaccommodation.

· Reduction in the number of rough sleepers· No. young people accessing healthcare

· Monitoring arrangements as detailed in the Children’sServices Plan.

· Services available· No. young people accessing services· Customer feedback

ACTION MONITOR


Research carried out through the Rough Sleepers Initiativeby the START project in South Ayrshire indicates that over50% of those clients referred to the START project had ahealth need. The number of homeless people who also had amental health problem has tripled from 18 to 53 between1997 and 2002, a total of 5% of all homeless applicants. Thisalong with other health needs linked to chaotic lifestyles suchas alcohol or drug addiction, underlines the need for adequatesupport and referral services to be in place, and for continuedjoint working with the NHS Ayrshire and Arran and relevantvoluntary agencies. South Ayrshire’s Joint HealthImprovement Plan sets out a full agenda for joint working totackle a range of issues, including health, housing andhomelessness.

OPTIONS CONSIDEREDAND REJECTEDAdditional optionsconsidered and rejected inrelation to this objective aredetailed in Option AppraisalResults Report Topic 4,South Ayrshire’sHomelessness Strategy, andNHS Ayrshire and ArranHomelessness and HealthStrategy.

Objective 8.2

Identify And Address Linked Homelessness And Health Needs

A Implement Homelessness Strategy Action Plan.

B Identify and address the health needs of this client groupthrough the continued support of the Health Developmentworker for the RSI project in Ayrshire. On-going over theplanning period.

C Assist in implementing the action plan detailed in the NHSAyrshire and Arran Health and Homeless Strategy.

D Identify and modify joint working arrangements withrelevant agencies to ensure effective referral systems andsupport. On-going over the planning period.

· Monitoring arrangements as detailed in PreventingHomelessness Strategy

· No. people receiving health care

· Monitoring arrangements as detailed in the Healthand Homeless Strategy

· No. referrals· No. people receiving support

ACTION MONITOR

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44

The majority of people(60%) presenting ashomeless in South Ayrshireare single people ofemployment age. They areoften socially excluded dueto poor educationalattainment and lack ofopportunity to accesstraining and workexperience to secure a placein the job market. There isevidence to suggest thatunemployment contributesto rent arrears and

potentially homelessness. Services and projects are requiredto help break this cycle in order to prevent homelessness andto offer opportunities and support to people already homelessin developing skills and accessing training.

A range of personal development and employment accessservices are funded by the Council, Scottish EnterpriseAyrshire, European funds, Ayr College and other partnerorganisations.

OPTIONS CONSIDERED AND REJECTEDAdditional options considered and rejected in relation to thisobjective are detailed in Option Appraisal Results ReportTopic 4, and in South Ayrshire’s Homelessness Strategy.

Objective 8.3

Address Linked Homelessness And Unemployment Needs


B Identify the potential for combined Housing, Training andEmployment Services for homeless young people by April2004.

C Implement an assisted self-refurbishment project in NorthAyr to assist 12 young jobless homeless people in accessingvocational training and work based experience. Project tobe completed by April 2004.

D Investigate the feasibility of an assisted self build projectin North Ayr by Sept 2004.

E Continue to develop and support services provided by theStep project over the planning period. Target to assist 200people per year.

F Develop additional targeted services with the SCOOPproject (Girvan), Signpost (Maybole) and Access North Ayrin tandem with the services provided by the Step project.


· No. people in training· No. people in education· Customer feedback

· Completion of project· No. people housed· No. people accessing training· Independent project evaluation

· Completion of feasibility· No. properties built· No. people successfully housed and receiving training

and support

· No. people receiving advice· No. people accessing training and education

· No. people receiving advice· No. people accessing training and education

ACTION MONITOR

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The Council’s housing management service is subject to asystem of review in all key activities which will be developedover the period of this Plan, involving all key stakeholders.The main objectives are:

To determine and implement housing managementobjectives in partnership with tenants and prospectivetenants to ensure a high quality, transparent serviceTo allocate houses fairly and effectively according to eachapplicant’s need, increasing levels of choice for ourcustomers and flexibility to take account of special andindividual circumstancesTo improve estate management services to ensure andsustain the living environment for communities andpromote and develop local initiatives promoting moretenant participation in the management of their housing

Existing policy and procedures have been, are or will bereviewed to ensure the Council meets its responsibilitiesunder Best Value to strive for continuous improvement in itsservices. This process will include a robust method of self-assessment to demonstrate understanding of the processeswe manage and the services we deliver. This will be carried

out within the SingleRegulatory Framework setout in the Housing(Scotland) Act 2001.

OPTIONS CONSIDEREDAND REJECTEDSouth Ayrshire CouncilStock Option AppraisalStudy involved substantialtenant consultation aroundhousing management serviceissues, and the developmentof Community ActionPartnerships. The SouthAyrshire Tenants Group,established as a result of theOption Appraisal, will beinvolved in continuallyassessing service options.

Objective 9

High Quality Housing Management Services

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46

A Achieve high levels of performance and satisfy therequirements of statutory performance indicators- incl.high quality tenancy management services to the residentsof South Ayrshire, which enhance safety and security andprotect investment. On-going over the planning period.

B Develop by December March 20034 a detailed HousingManagement Plan setting targets and timescales for theimproved delivery of housing services in local areas.

C Fulfil the requirements of the performance standards setout in the Single Regulatory Framework. Trial self-assessment undertaken March 2003, with target for fullcompliance by March 2004.

D Update and review current levels of housing informationand advice provided to customers, through thedevelopment of a housing advice strategy and throughcontinued staff awareness training.

E Increase tenant decision making in relation to theprovision of housing management services in local areas,through, for example, Community Action Partnerships.Aim for all three CAPs by the end of the planning period.

F Continue to promote equal opportunities in housingmanagement services through procedural review and stafftraining. On-going over the planning period.

G Provide tenancy support services in difficult to let areas inAyr North and Maybole through supporting peopleservices.

H Continue to provide relevant services to Travelling Peopleand to refine liaison arrangements with other councilservices, eg education, as well as external partners such aslandowners, Health and Police. On-going over theplanning period.

· Performance against statutory indicators· Customer feedback

· Housing management plan produced and actioned· Staff feedback

· Performance against regulatory targets· Customer and staff feedback

. Target all staff trained by April 2004.· Level of information available· Take-up of information· No. staff trained· Customer feedback

· Customer feedback· Level of service against localised targets· No. of CAPs

· No. complaints· No. staff trained

· Monitoring detailed in the supporting people strategy

· Occupancy of the Travelling Persons site· No. illegal encampments

ACTION MONITOR


The Housing (Scotland) Act 2001 emphasises the need toimprove the services available to homeless people, andhighlights the need for better joint working betweenagencies in order to achieve this. One particularhighlighted area is the provision of adequate andconsistent advice and information to homeless peopleacross the council and relevant agencies.

South Ayrshire has a good history of joint working with arange of agencies and neighbouring authorities to ensurethe provision of effective homelessness services. However,these require to be further developed in the light of newhomelessness legislation and in accordance with theHomelessness Strategy, and the action plan below reflectsthis.

Support services for young homeless people and peoplewho are homeless with additional needs are in existence

but require furtherdevelopment andexpansion, particularly inrelation to a one doorapproach.

OPTIONS CONSIDEREDAND REJECTEDAdditional optionsconsidered and rejected inrelation to this objectiveare detai led in OptionAppraisal Results ReportTopic 4, and in SouthAyrshire’s HomelessnessStrategy.

Objective 9.1

High Quality Homelessness Services


B To develop and maintain partnerships with other localauthorities, Housing Aid external agencies and voluntaryorganisations over the planning period.

C To work in partnership with other agencies to support theRent Deposit Scheme and develop a strategy for theprivate rented sector over the planning period.

D To develop effective referral systems with relevantagencies, particularly in relation to housing support byApril 2004.

E To develop effective decision making procedures andensure adequate staff training to achieve the above byApril 2004.

F To improve and develop the level and type of advice andassistance available both in the homelessness section andthe Area Housing Offices. This includes a referral systemand staff training to Homepoint advised level by April2004.


· Evaluation of joint working arrangements

· No. people successfully housed through RDS· Private sector strategy in place with agreed actions

and monitoring arrangements

· No. people referred· No. people receiving support· Customer feedback

· Staff training programme devised· No. staff trained· Staff feedback

· Agreed strategy· No. staff trained· Customer feedback

ACTION MONITOR

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48

The Housing (Scotland) Act2001 highlights theimportance of involvingtenants and residents indecision making, and createsnew duties for localauthorities to ensure thatstrategies are in place toachieve this.

South Ayrshire Council has agood record of tenantparticipation, demonstratedby the levels of involvement

of tenants and also residents in the development of strategies,the improvement of housing management services includingbeing part of the decision making process for rent setting anddeveloping the South Ayrshire Standard.

This success requires to be built upon to increase representationand develop new and inclusive ways to create an environmentfor meaningful participation

OPTIONS CONSIDERED AND REJECTEDAdditional information is contained throughout all of theoption appraisal documents, the Local Housing StrategyConsultation Strategy and the Tenant Participation Strategy.

Objective 9.2

Tenant Participation In Decision Making

A Implement Tenant Participation Strategy.

B Implement the new standard for housing stock quality‘South Ayrshire Standard,’ in consultation with tenantsover the planning period.

C Options for tenant management organisations will bedetermined in consultation with tenants using theoutcome of the stock option appraisal study. Target is toachieve 5 new management initiatives over the planningperiod.

D Pilot community action partnership in Westoak by April2004.

E Monitor and evaluate LHS and related strategies inconsultation with tenants regularly over the planningperiod, as detailed in the LHS Implementation Plan.

· Monitoring arrangements as detailed in the TenantParticipation Strategy

· progress against SAS· satisfaction levels

· no. new management initiatives· customer feedback

· customer feedback· performance against local targets· repairs board in place· local budgets managed and monitored by local tenants

· Use of Information Partnership and forums· Level of information provided· Use of website and newsletters· Customer feedback

ACTION MONITOR

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The Scottish Executive’s Modernising Scotland’s SocialHousing Consultation Paper sets out proposals for a ScottishSocial Housing Standard.South Ayrshire Council’s Stock Option Appraisal Studyrecommended that the Council should adopt a standard forthe future improvement and maintenance of its housingstock. Consequently the Council has consulted and agreedwith the South Ayrshire Tenants Group a South AyrshireStandard to bring this objective into effect. The standard iscontained within the Council’s Investment Strategy.

A Repairs Stakeholders Conference was held in late 2002with delegates representing housing staff, the contractor(Council Building Works), councillors and tenants to discussthe options for improving the repairs and maintenanceservice.

OPTIONS CONSIDEREDAND REJECTEDOptions on the future shapeof the repairs service arenow subject to moredetailed scrutiny by aworking group that willreport in Spring to astakeholders committee.Option appraisal in relationto South Ayrshire Standardis contained within SouthAyrshire Council’s StockOption Appraisal Study.

Objective 9.3

Value For Money Housing Maintenance Strategy

A Ensure the Council meets the South Ayrshire Standard inits housing and designs and implements appropriatecapital and planned maintenance programmes to ensurethe lifetime maintenance and improvement of the stock.On-going over the planning period.

B Carry out capital programme for central heating, liftmaintenance, rewiring, asbestos removal, external fabricupgrades. and investment in the Priority Areas (identifiedin the Stock Option Appraisal). Targets detailed within thecapital programme.

C Review the responsive repairs service in collaboration withmajor stakeholders, taking account of the modernisingprocurement agenda. Promote service improvements andassess the potential for introducing local repairs strategiesas a means of sustaining and improving neighbourhoodsand communities by April 2004.

D To adopt a Best Value Partnership for Planned, reactive &Void house repairs with in-house contractor through aService Level Agreement by March 2004.

· Progress against programme· Customer satisfaction· No. complaints

· numbers against programme & area· ↓ energy consumption· customer feedback

· targets set for response repairs/customer satisfactionsurveys/ self-assessment of service conducted underthe framework of the Single Regulatory Function

· VFM through competition /market testing· Shifting balance from responsive to planned repairs· No. of voids returned within timescale

ACTION MONITOR

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50

The Scottish Executiveidentify equalities as a keypriority, reflected in theHousing (Scotland) Act2001, and in the RaceRelations (Amendment) Act2000. In housing thisparticularly applies toaccess to services andhousing, as well as theprocedures for policyimplementation. SouthAyrshire Council alsocomplies with theobligations under Part 3 ofthe DisabilityDiscrimination Act 1995.

The main aims of South Ayrshire Council’s Equality Policyare to challenge discrimination, to promote and implementequality measures, to progress social justice and to strive toensure that no one is disadvantaged by virtue of negativeattitudes to race, gender, physical, mental and or sensoryimpairments, age or sexuality.

South Ayrshire Council is committed to ensuring that allcustomers can enjoy the full amenity and privacy of theirown homes.

OPTIONS CONSIDERED AND REJECTEDActions have been developed in accordance with theCouncil’s Race Equality Strategy and Equal OpportunitiesPolicy, and in accordance with the Housing (Scotland) Act2001.

Objective 10

Ensure Equal Opportunities Within Housing Services And Policies

A Ensure that all housing policies and procedures complywith the Race Relations Act. Regular review over theplanning period.

B Ensure that staff are aware of the duties under the RaceRelations Act and are equipped to deliver services tocomply with the Act. On-going over the planning period.

C Ensure that all housing policies and procedures complywith the Equal Opportunities Policy by Dec 2003.

D Ensure that staff are aware of equal opportunities issuesand deliver services in compliance with the policy. On-going over the planning period.

E Ensure that housing and homelessness advice is availablein a range of formats and languages, and through a rangeof agencies. On-going over the planning period.

F Ensure that registered tenants organisations promoteequalities and are accessible to all tenants. On-going overthe planning period.

G To positively promote services to those who are havingdifficulties accessing services, or who are beingdiscriminated against. On-going over the planning period.

· check list for all policies

· No. staff trained· customer feedback

· Check list for all policies

· No. staff trained· Customer feedback

· Customer feedback· No. requests

· Monitoring arrangements in place for RTOs

· Customer feedback· Monitoring arrangements as detailed in Equalities and

Race Relations policies

ACTION MONITOR

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51Section 8: How will we monitor andevaluate the LHS

The Local Housing Strategywill be monitored regularlythroughout the plan periodboth to ensure itsimplementation and tomeasure its success. This willenable the LHS to be updatedand amended as appropriate.

The LHS will be monitoredand evaluated in a number ofways:

IMPLEMENTATION AND PERFORMANCE

Section 7 of the LHS details the actions and output monitors,which were identified and agreed by South Ayrshire’sInformation Partnership. These are a combination ofquantitative performance indicators and qualitativefeedback.

These actions and output monitors form the basis of theImplementation Plan, which is available as a supplementarydocument to the LHS. The Implementation Plan detailspartners, how the information will be collected, outputsand outcomes against each action under each objective.

STRUCTURES FOR MONITORING ANDEVALUATION

THE HOUSING STRATEGY MEMBER OFFICER GROUPThis is a ready established Group comprising key Councilofficer and Elected Members. This Group will have theresponsibility of ensuring that the LHS is beingimplemented corporately across the Council and is meetingobjectives. The Group will receive quarterly updates ongeneral progress and receive specific updates on projects asrequired.

SOUTH AYRSHIRE INFORMATION PARTNERSHIPThis is a ready established forum of all the key partners inthe LHS, including tenants, residents, RSLs, private sectorlandlords, NHS Ayrshire and Arran, Enterprise Ayrshire,voluntary agencies and Council Departments. This forumwill meet twice a year to review progress. The members ofthe Information Partnership have the responsibility toprovide the agreed statistical information and qualitativefeedback which will be used to measure success andprogress.

INTERNAL STEERING GROUPAn internal core team has been established to co-ordinateimplementation of the LHS and to co-ordinate the collectionand production of information and feedback.

SECTION 8

How will we monitor andevaluate the LHS?

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52

COMMITTEE REPORTSCommittee Reports will be produced for Council Committeeand the Community Planning Partnership as appropriate.

EXTERNAL VALIDATIONConsideration will be given to methods of externallyvalidating the monitoring framework. This could include,for example, an external consultant undertaking a desk topexamination of LHS monitoring and evaluation reports,scrutiny of the LHS monitoring and evaluation frameworkand sampling of stakeholder views.

STRUCTURES FOR COLLATION AND PRODUCTIONOF INFORMATION

DATABASESA database has been established detailing the baselineinformation against each performance indicator. Theseindicators will be collected at 6 monthly intervals and reportsproduced showing performance.Project plans have been established as appropriate throughproject monitoring software to timetable customer and partnerfeedback requirements. These plans will assist in co-ordinating feedback surveys and newsletter production.

NEWSLETTERSA specific LHS newsletter will be produced as appropriateto provide project updates and request feedback. Theestablished South Ayrshire Tenants Newsletter will also beused to gather such information.

SOUTH AYRSHIRE COUNCIL WEBSITEThe LHS and supplementary documents will all be availableon the website. Surveys, opinion polls and requests forfeedback will be posted on the website as appropriate. Thesesurveys will be advertised in the newsletters (see above) andin local adverts in newspapers and mailshots to the membersof the Information Partnership. The website will be monitoredto provide information on who is using the site and how oftenit is being used.

LHS REVIEWA progress document will be produced yearly forconsideration by Council Committee and the InformationPartnership.

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South Ayrshire Council Local Housing Systems AnalysisSouth Ayrshire Council Homelessness StrategySouth Ayrshire Council Tenant Participation StrategyCouncil House Stock Condition SurveyStock Option Appraisal Final ReportPrivate Sector House Condition and Household SurveyAssessment and Analysis of the Nature of Homelessness inSouth AyrshireLocal Housing Strategy Consultation StrategyReview of the 1998 Housing PlanLocal Housing Strategy Option Appraisal ReportsLocal Housing Strategy Implementation PlanDraft Private Rented Sector StrategyProfile for Community Regeneration StrategyInvestment StrategyPressured Areas ProposalSupporting People StrategyNorth Ayr Partnership Annual Report 2001/02Girvan and South Carrick Social Inclusion PartnershipAnnual Report 2001/02Ayrshire, Dumfries and Galloway Housing Market ContextStatementVision 2020The Ayrshire Economic Forum’s Strategy for EconomicDevelopment

SECTION 9

Where to find AdditionalInformation

All of the listed documentssupplement the informationcontained within the LHSand are cross-referenced assuch. If you would like acopy of any of the abovedocuments please

visit the South AyrshireCouncil Website ath t t p : / / w w w . s o u t h -a y r s h i r e . g o v . u k /housingstrategy

The LHS can be madeavailable in alternativeformats and languages. Pleasecontact us at the aboveaddress if you would like toreceive a copy of the LHS ina different format.

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Section 9: Where to find Additional Information

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Comments and FeedbackIf you would like to comment on any of the sections of the LHS, would like to be part of futureconsultation and review events, or would like to become a member of the South AyrshireInformation Partnership, please return this page giving your contact details.

Name:

Organisation (if applicable):

Address:

Email address:

Contact phone number:

How would you prefer to be contacted? Post Email Telephone

Comments:

Please return this form to:Strategy and DevelopmentSocial Work, Housing and HealthHolmston House3 Holmston RoadAyrKA7 3BA

56

Date post:	07-May-2018
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