Annual Action Plan 2024-2025
Improved Housing and Strong Communities
New actions for 2024/25 are in bold.
Action number | Corporate Plan | Action 2024/25 | 2024/25 Key Milestones / Dates | Lead Officer(s) | Portfolio Holder |
|---|---|---|---|---|---|
| 11
| Increase the number of good quality new homes and associated infrastructure built through both direct provision and by working with Registered Providers and private sector developers.
| Finalise the Housing Strategy, undertake public consultation and align adoption with the Local Plan. | October 2024 | Head of Strategic Housing
| Housing, Health and Communities
|
| Monitor and deliver Homeless and Rough Sleeping Strategy's Action Plan. | March 2025 | ||||
Progress property acquisitions and leases. | March 2025 | ||||
| To continue to grow the market for their rented portfolio of homes and to explore the addition of a social letting portfolio of homes | March 2025 | Head of Strategic Housing | Housing, Health and Communities | ||
Embed Design Code in Local Plan review. Publish Final Draft Local Plan and submit for examination. | November / December 2024 | Head of Planning | Governance, Finance and Major Projects | ||
Equinox Property Holdings Ltd work towards having at least 2 housing schemes in development or construction. | March 2025 | Equinox Executive Officer | Economic Development and Growth | ||
12 | Better quality private rental accommodation will be available for residents by tackling substandard provision and ensuring the roll- out of the selective licensing scheme.
| Complete business case viability assessment on Selective Licensing scheme and report to Cabinet / Council.
| October 2024
| Head of Environment and Sustainability | Environment and Sustainability, Licensing and Waste |
| Undertake Public consultation on proposed Selective Licensing scheme. | December 2024 | ||||
| Report to Council on Selective Licensing Scheme final designation | March 2025 | ||||
| 13
| Providing decent homes to our existing tenants through a planned programme of improvement works and providing a responsive and quality repair service.
| Complete draft Housing Investment Plan, which will include a draft Sheltered Housing Standard and an enhanced Decent Home standard. | May 2024 | Executive Director - Property and Housing Assets
| Operational Property and Asset Management
|
Consult on this plan via a series of Roadshow meetings and a digital survey, before revised plans are submitted for Council approval. | July 2024
| ||||
Develop the Concerto and NEC systems to deliver a first class, fit for purpose Health and Safety Management regime for both Council Housing Stock and the Corporate Property Portfolio. | March 2025 | Executive Director - Property and Housing Assets
| Operational Property and Asset Management | ||
14 | To understand the issues facing our largest housing estates and where appropriate bring forward regeneration plans. | Establish baseline viability costs for Middlegate regeneration and model any potential funding gap as part of the Housing Investment Plan. | October 2024
| Executive Director - Property and Housing Assets | Operational Property and Asset Management |
| Undertake conversations with potential funders and develop options for a pilot scheme. | March 2025 | ||||
| 15
| Bring empty properties back into use and in Great Yarmouth town centre bringing the first and second floors of appropriate properties back into residential use, creating quality homes.
| Obtain agreement on and launch Invest and Lease scheme. | June 2024 | Head of Strategic Housing
| Housing, Health and Communities
|
Following launch of Invest to Lease scheme introduce the use of Empty Dwelling Management Orders (EDMO). | September 2024 | ||||
Continue charging the Council Tax Levy Premium for longer-term empty homes alongside offering support and options provided to bring empty homes back into use. | March 2025 | Head of Strategic Housing | Housing, Health and Communities | ||
| Adopt an Empty Homes Strategy which will introduce a priority matrix and process mapping to ensure the limited resource is focused on the more problematic properties of the Borough. | |||||
16 | To support residents to live in high quality and warm homes. | Submit bid for Social Housing Decarbonisation Fund Wave 2 funding and if successful, mobilise and deliver energy improvement works during 2024/5. | March 2025 | Head of Housing Assets
| Operational Property and Asset Management |
|
| Deliver energy improvements to over 160 Council homes. | March 2025 | Head of Housing Assets
| Operational Property and Asset Management |
17 | Enable residents to remain in their own homes and live independent lives through a comprehensive adaptations programme and working closely with key health partners.
| In conjunction with partners and "hearing the voice of residents", co-produce a Great Yarmouth Later Life Strategy focused on prevention, living well and staying independent. | March 2025 | Head of Strategic Housing
| Housing, Health and Communities |
As part of the finalisation of the Housing Investment Plan complete a review of the sheltered housing stock to establish the costs of bringing sheltered housing scheme up to the new sheltered housing standard. Communicate the outcome of the plan and next steps. | March 2025 | Executive Director - Property and Housing Assets | Operational Property and Asset Management |
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