Year 1 (2022 - 2023)
Priority 1: Making best use of existing homes, improving housing quality and sustainability
1.1 Ensure efficient use of existing housing stock
|
Action |
Notes and 2022–23 Target |
Lead |
|---|---|---|
|
Review Housing Allocations Policy |
Policy review to be completed by end of 2022–23 |
Housing Solutions Manager |
|
Investigate occupation levels (under-occupation and overcrowding) to inform projects to encourage downsizing or mutual exchange |
Analyse data from Registered Providers, the housing register and research. Update Members during 2022–23 and consider within allocations policy review. Investigate a pilot project with Clarion and a support agency. |
Housing Strategy & Enabling Manager / Housing Solutions Manager |
|
Bring empty homes back into use using a range of interventions |
Work with Registered Providers to understand empty properties and explore options. Agree a performance indicator within the engagement framework. Monitor progress via annual reports. |
Housing Improvement Manager |
|
Promote the No Use Empty Scheme (KCC partnership) |
— |
Housing Improvement Manager |
|
Consider changes to the Council’s approach to empty homes |
Report to Members to steer future Empty Homes Policy (adopted in Year 2). |
Housing Improvement Manager |
1.2 Improve property conditions to provide safe, healthy homes
|
Action |
Notes and 2022–23 Target |
Lead |
|---|---|---|
|
Develop programme of targeted interventions informed by stock condition survey |
Review stock modelling and integrated database to identify least energy-efficient PRS stock. Develop 2022–23 action plan. |
Housing Improvement Manager |
|
Provide advice and assistance to owners whose properties do not meet MEES EPC Band E |
Includes enforcement for rental properties where required. |
Housing Improvement Manager |
|
Fulfil requirements under extended HMO licensing scheme |
Inspect and process new HMOs. |
Housing Improvement Manager |
|
Use powers to impose financial penalties in line with Private Sector Housing Enforcement Policy |
Case-by-case assessments; financial penalties unless prosecution more appropriate. |
Housing Improvement Manager |
1.3 Improve energy efficiency of housing stock
|
Action |
Notes and 2022–23 Target |
Lead |
|---|---|---|
|
Continue bidding for decarbonisation funding |
Continue retrofitting project with Clarion. |
Housing Improvement Manager |
|
Identify and promote services/initiatives to improve energy efficiency |
Promote warm homes schemes, retro-fit technologies, targeted campaigns. |
Housing Improvement Manager |
|
Work with Kent Energy Efficiency Partnership (KEEP) |
Support delivery of Kent Fuel Poverty Strategy. |
Housing Improvement Manager |
|
Assist households to improve energy efficiency |
Help a minimum of 10 households; explore funding opportunities. |
Housing Improvement Manager |
1.4 Support residents to live independently
|
Action |
Notes and 2022–23 Target |
Lead |
|---|---|---|
|
Continue delivery of mandatory Disabled Facilities Grants |
Maximise use; explore trusted assessors. Revised Housing Assistance Policy to be adopted in Year 2. |
Housing Improvement Manager |
Priority 2 – Improving housing options and preventing homelessness
2.1 Develop a Homelessness and Rough Sleeping Strategy
|
Action |
Notes and 2022–23 Target |
Lead |
|---|---|---|
|
Use local intelligence to develop Strategy |
Strategy and action plan approved by end of 2022–23. |
Housing Solutions Manager |
2.2 Provide housing options advice focusing on prevention
|
Action |
Notes and 2022–23 Target |
Lead |
|---|---|---|
|
Investigate use of Policy & Practice LIFT and Xantura tools |
Proposal to Management Team by Dec 2022. |
Head of Housing & Health |
|
Strengthen homeless prevention services |
Embed Prevention Officer roles; improve online information. |
Housing Solutions Manager |
|
Seek customer feedback |
Ensure customers feel supported, able to access services easily; ensure collaborative working. |
Housing Solutions Manager |
|
Maximise use of existing funding |
Use COMF, AFO, RSI, DHPs to help households into PRS and sustain tenancies. |
Housing Solutions Manager |
|
Promote and monitor Duty to Refer |
Deliver informal training; improve data collection. |
Housing Solutions Manager |
|
Deliver commitments under UKRS, Afghan and Ukraine schemes |
Work with KCC to support households. |
Housing Solutions Manager |
2.3 Work with partners to support rough sleepers
|
Action |
Notes and 2022–23 Target |
Lead |
|---|---|---|
|
Continue Rough Sleeper Action Plan |
Identify rough sleepers; find solutions; strengthen prevention work. |
Housing Solutions Manager |
|
Continue responsive outreach |
Monitor and verify rough sleepers; improve intelligence. |
Housing Solutions Manager |
|
Expand Housing First |
Expand scheme by 7 units (to 14 total) with Look Ahead / Porchlight / Clarion. |
Housing Solutions Manager |
|
Work with JCP and voluntary sector |
Maximise opportunities for people with complex needs to access training/employment. |
Housing Solutions Manager |
2.4 Support vulnerable groups with tenancy sustainment
|
Action |
Notes and 2022–23 Target |
Lead |
|---|---|---|
|
Work with partners to support vulnerable people |
Continue working with KCC Homeless Connect. |
Housing Solutions Manager |
|
Investigate hoarding pilot with KCC/HIA |
Produce proposal by end of 2022–23. |
Housing Improvement Manager |
|
Use RSI funding for supported lettings with Look Ahead |
— |
Housing Solutions Manager |
2.5 Improve links with private landlords
|
Action |
Notes and 2022–23 Target |
Lead |
|---|---|---|
|
Develop Private Landlord offer |
Review ‘golden hello’ and rent guarantee; report Options to Members March 2023. |
Housing Improvement Manager |
|
Build relationships with lettings agents/landlords |
Find tenancy opportunities aligned with Discharge into PRS Policy. |
Housing Solutions Manager / Housing Improvement Manager |
|
Improve and extend landlord engagement |
Deliver West Kent Landlord Forum (at least one event). Trial networking/workshops. |
Housing Strategy & Enabling Manager |
2.6 Reduce nightly paid TA and increase alternative provision
|
Action |
Notes and 2022–23 Target |
Lead |
|---|---|---|
|
Research alternative provision (purchase/lease) |
Options assessment and report by end of 2022–23; aim for 30–40 units in Council control. |
Housing Strategy & Enabling Manager |
|
Reduce use of nightly paid accommodation |
Improve prevention to reduce TA use. |
Housing Solutions Manager |
|
Increase supply of self-contained TA |
Explore leasing options; complete project converting 4 council properties into HMO units. |
Housing Strategy & Enabling Manager / Property Services / Housing Services |
Priority 3 – Delivering the homes residents need
3.1 Understand local housing needs
|
Action |
Notes and 2022–23 Target |
Lead |
|---|---|---|
|
Research and analyse local housing needs |
Housing Needs Research completed June 2022; informs priorities, Affordable Housing Statement and Local Plan. |
Housing Strategy & Enabling Manager / Head of Housing & Health / Planning Team |
3.2 Provide housing choice with a mix of types, sizes and tenures
|
Action |
Notes and 2022–23 Target |
Lead |
|---|---|---|
|
Research affordable home ownership options (e.g., living rent, rent to buy) |
Information report to Members by end of 2022–23. |
Housing Strategy & Enabling Manager |
|
Monitor tenure/mix of delivered homes |
Via Annual Monitoring Report and affordable housing monitoring. |
Planning Team / Housing Strategy & Enabling Manager |
3.3 Consider Council role in proactive housing delivery
|
Action |
Notes and 2022–23 Target |
Lead |
|---|---|---|
|
Consider use of Council assets to deliver affordable housing |
Asset review to identify sites; agree way forward by end of 2022–23. |
Head of Housing & Health |
Priority 4 – Working in partnership
4.1 Partnership working with KHG and local authorities
|
Action |
Notes and 2022–23 Target |
Lead |
|---|---|---|
|
Continue membership in Kent Housing Group |
Active contribution and engagement. |
Head of Housing & Health / Sub-group reps |
4.2 Engagement with Registered Providers and developers
|
Action |
Notes and 2022–23 Target |
Lead |
|---|---|---|
|
Improve joint working with RPs |
Develop approach to monitoring and engagement; include case reviews; align with Social Housing White Paper requirements. |
Head of Housing & Health |
|
Set up strategic meetings with RPs |
Bi-annual meetings for larger RPs; annual for smaller RPs; first meetings in 2022–23. |
Housing Strategy & Enabling Manager |
4.3 Work with health colleagues
| Action |
Notes and 2022–23 Target |
Lead |
|---|---|---|
|
Partnership working with health services |
Participate in West Kent ICP and forums; support integrated service approach. |
Head of Housing & Health |
|
Cross-sector work with Health Services |
Support hospital discharge pathways; review service relevance. |
Housing Improvement Manager |
4.4 Work with commissioned organisations and third sector partners
|
Action |
Notes and 2022–23 Target |
Lead |
|---|---|---|
|
Work with KCC commissioned services |
Ensure links between housing services and wider support. |
Head of Housing & Health |