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Housing strategy

Housing is a key priority for Rushcliffe Borough Council.  Not only do people need safe, warm and affordable homes, but the lack of adequate housing can damage our local economy and also detrimentally affect the health and wellbeing of our residents. 

Following consultation with our key stakeholders including Councillors, Town & Parish Councils; Neighbouring Local Authorities; Registered Provider Partners and private and voluntary sector organisations, we have produced the Rushcliffe Housing Delivery Plan to set our priorities for action and establish the framework for working with a range of partners to improve housing and housing support in the Borough.

The Housing Delivery Plan sets out the vision and three key priorities for housing in Rushcliffe.  Following feedback during consultation the overall Vision and priorities remain unchanged from the Rushcliffe Housing Strategy 2009-2016. 

The Plan also supports the Council’s Corporate Strategy priorities of:

Supporting economic growth to ensure a sustainable, prosperous and thriving local economy

  • Maintaining and enhancing our residents’ quality of life
  • Transforming the Council to enable the delivery of efficient high quality services

The vision and priorities of the Housing Delivery Plan are:

Vision: Our aim is for every household to have real housing choice and to enjoy living in a good quality home that meets their needs. 

Priority 1. Supply: delivering housing growth including affordable housing to meet the needs of our diverse communities

Priority 2. Quality: ensuring that existing and new homes are of a high standard and contribute to improving the health of our residents. 

Priority 3. Inclusion: tackling homelessness and provision of effective housing related support for residents.

It is clear that Rushcliffe Borough Council cannot deliver our priorities alone and as such, we are committed to working effectively with partners to deliver objectives which meet the changing needs and expectations of our residents.  If you think you can help us to deliver on these priorities please come and talk to us.

Councillor Richard Butler

Portfolio Holder for Sustainability, Rushcliffe Borough Council

Homelessness Strategy

Information about the joint homelessness review and strategy we carried out with Broxtowe and Gedling Borough Councils, and about the South Notts Inter-agency Homelessness Forum.

We have to carry out a full review of homelessness in our borough at least every five years, and put in place a strategy to:

  • prevent homelessness;
  • provide help at the point of homelessness; and
  • support the move away from homelessness.

We worked with Broxtowe Borough Council, Gedling Borough Council, Nottinghamshire County Council, HLG and a number of other partners to review homelessness across the whole of the South Nottinghamshire area. We then published a joint homelessness strategy for the three borough areas, building on our history of co-operation in housing matters. We have also prepared a short summary briefing ‎covering the main points of the strategy and how it was developed.

The aims of the strategy are being put into action through the South Notts Inter-agency Homelessness Forum, which brings together statutory and voluntary sector agencies to share information and find solutions to local problems. The Forum will manage the strategy's action plan, with all partners taking a shared responsibility for implementing it. You can view the latest version of the action plan to see how we are doing.

The South Notts Inter-agency Homelessness Forum meets every three months. We always welcome new partners who work with homeless or vulnerable people, and we value the working relationships just as much as the strategy itself. If you think your organisation should be part of the forum, please contact us using the details at the right of this page.

Tenancy strategy

Our tenancy strategy sets out what social housing providers should take into account when they are deciding what type of tenancies they will grant.

There have been a number of changes to the social housing system in recent years. One of the most fundamental is the flexibility for social housing providers (councils, housing associations and private providers) to offer new tenants a tenancy for a fixed period of time, rather than a secure or assured tenancy, which the landlord can only bring to an end if the tenant does not keep to the conditions of the tenancy agreement.

Although we no longer own social housing ourselves, we welcome this new flexibility, which could make a contribution to meeting the need for affordable housing in Rushcliffe. We have published our tenancy strategy to provide guidance to local housing associations and to inform their tenancy policies. These will set out what type of tenancies will be granted to whom.

Our approach is that five year fixed term tenancies should be offered to most new social housing tenants (with some exceptions), and after five years, the landlord should review whether the household still needs the size and facilities provided. If so, they should normally renew the tenancy. If not, they should look at whether it would be appropriate or affordable to help them to move to the private sector, and free up the social housing property for another family that needs it.


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