Annual Impact Report 2024
Our key objectives
The SEHP was set up after the 2009 review of the Private Rented Sector identified that some of Scotland’s empty homes could be used to increase housing supply. In 2023 we commenced phase 2 of our work with a new aim and updated strategic objectives. These reflect both the progress that has been made towards the establishment of empty homes services in every local authority in Scotland, and the need to encourage local authorities to integrate empty homes work within a wider assessment of housing need, supported by an evidence based framework of data, policies, objectives, action plans and resources.
Our Vision
Our vision is that privately owned empty homes do not remain empty for 12 months or more without good reason.
Our Aim
Our aim is to support the Scottish Government’s commitment to bringing empty homes back into use as affordable housing where possible by meeting our five key strategic objectives:
Strategic objective 1 –
Support the Scottish Government in the implementation of its Housing to 2040 strategy and commitment to empty homes aspects of a National Acquisition Plan.
Scotland is facing a housing emergency. Empty homes can play a vital role in providing some of the housing the country needs. We will support the Scottish Government to deliver the actions on empty homes set out in the strategy and to promote the role that empty homes have to play in delivering all parts of the Housing to 2040 Route Map.
Strategic objective 2 –
Encourage every LA to adopt a strategic approach to bringing empty homes back into use.
We want every local authority to see empty homes work as a key part of housing strategy, not a standalone optional activity. We will support and encourage local authorities to develop and implement a strategic approach to mapping and managing empty homes work, targeting resources to bring more empty homes back into use and supporting local housing priorities.
Strategic objective 3 –
Promote evidence-based benefits of bringing empty homes back into use to encourage diverse involvement in empty homes work across Scotland.
We want to make sure that other organisations recognise the important role that turning empty properties into homes can make in helping them meet their wider aims. We will maintain an evidence base that demonstrates how empty homes can help to deliver the aims and objectives of community groups, registered social landlords, and other private bodies. We will promote joint working between local authorities and third sector organisations to bring empty homes back to use.
Strategic objective 4 –
Support the network of dedicated empty homes officers through the provision of training and best practice sharing.
Empty Homes Officers give advice and information on a range of issues to owners and neighbours of empty homes. We will support them with tailored training, workshops and facilitated best practice meetings ensuring that knowledge, expertise and case studies are shared in a supportive and friendly environment.
Strategic objective 5 –
Run the Scottish Empty Homes Advice Service.
We know the difference that speaking to a dedicated empty homes professional can make to people who are struggling because of an empty home. We will provide tailored advice via the dedicated telephone service, develop online advice, and use social media to raise awareness of the help and support we offer, to make sure that no one has to deal with an empty home on their own.
Our Values
We will be driven by our values to ensure we provide a high quality service to all our customers.
- Helpful. We are an encouraging voice for all.
- Determined. We are a team, dedicated to turning all empty homes into forever homes.
- Supportive. We are here to offer everyone from home owners to local authorities, first level advice and support.
- Informed. We seek to provide expert knowledge and advice in an understandable and reassuring way.
- Local. We work in local communities where we strive to make a positive change.
The Impact Report sets out how we delivered against all of our objectives for 2023/24 and also includes our Delivery Priorities for 2024/25 in the Looking Ahead section at the end of this report.