• Project name: Chapelhill Mews - Temporary Accommodation Pilot
• Lead organisation: Radius Housing
• Partner organisations: NIHE and The Resurgam Trust

Statement of support

Radius is a landlord of 27 one bed general needs flats in central Lisburn at Chapel Hill Mews. The accommodation comprises two blocks; the front block is fully occupied (eight units) and at the time the project commenced the back block was partially occupied (total of 19 units with 10 vacant).

Historically, Radius had faced significant housing management problems at this site. With a high number of one bed units on the same site, it has typically housed single individuals with complex needs and challenging behaviours. Over time this has impacted on the reputation of the block. The result was that there was a high proportion of voids within the rear block (10 units).

It had become clear that ‘normal’ housing management is insufficient to meet the needs of the applicants who would be eligible for this accommodation.

Having initiated discussions with the Housing Executive in November 2022 in relation to these units, Radius is also aware of the pressures the Housing Executive is facing in relation to meeting its statutory homelessness duties particularly around the provision of temporary accommodation. The Homelessness Strategy and Strategic Action Plan for Temporary Accommodation highlight the increasingly complex housing and support needs of homeless applicants, and the importance of offering stable, ‘normalised’ housing as a stable basis on which they may begin to address trauma, addictions, mental health issues and other challenges. Radius commenced discussions with Resurgam who are well established in the area to work with them to deliver intensive housing support.

The pilot commenced in September 2023 with 10 units which has increased to 14 units over the first year of the pilot. In September 2024 on review of the first year and given the success of the pilot the NIHE agreed to extend the pilot for a further three years.

• “The scheme has provided homeless households with high-quality, well-managed accommodation and ease of access to a variety of services. Valuable and effective working relationships have been built and developed between the Housing Executive, Radius and Resurgam, with success evident in the settled nature of placements made into the scheme. Importantly, the project has delivered appropriate accommodation options for households ready to move on from supported hostel services, creating throughput within the system and enabling effective use of temporary accommodation across the portfolio. The scheme has also provided a more suitable alternative to the use of hotels and B&Bs, thus increasing value for money and better meet the needs of homeless customers. “ Deborah Reid, NIHE head of homeless projects
• "This has proven to have many benefits for our community but especially for the tenants of Chapel Hill Mews. For Resurgam our initial involvement was to establish a meaningful relationship with a housing provider that could help address the huge challenge of homelessness, but it has proven to be much more. The pilot at Chapel Hill Mews has brought back into use residential property that has lay empty for some time. It has addressed anti-social activity and changed the perception of a social housing complex riddled with complex issues, a place where nobody wanted to live; to a peaceful and calm housing development where people want to be. For our tenants we provide a bespoke wrap-around support service which includes providing access to the Resurgam Healthy Living Centre and the Resurgam Community Fridge. The Resurgam Trust links our tenants to our network of support structures which can include the Resurgam Youth Initiative, Lisburn Safe and our partners at the Lisburn Foodbank." Jason Abraham, Resurgam Community Development Trust

Outcomes and achievements

The objectives of this project since inception were to:

1. Provide accommodation for homeless applicants which enables them to build tenancy management skills for the future
2. Make effective use of vacant stock
3. Collaborate with local social enterprise, Resurgam, to support the progression of mutual strategic aims to ultimately deliver the optimum housing management services for customers
4. Support the Housing Executive in its delivery of the Homelessness Strategy and the associated Strategic Action Plan for Temporary Accommodation 2022-2027.

Radius commenced this pilot with a lease of 10 units, due the ongoing success this has now increased to 14 units. This results in those who would have possibly been placed in B&Bs, hotel accommodation etc housed in properties for the medium term to allow them to build tenancy management skills with the support of Resurgam which should support long term tenancy sustainment.

This has ensured that void properties here which Radius previously struggled to let due to previous issues have been well utilised and support the Homeless Strategies Action Plan.

• Project name: Homelessness Prevention Forum
• Lead organisation: Extern NI
• Partner organisation: NIACRO

Statement of support

The Homelessness Prevention Forum was established in 2013. A collective voice for housing related support services, the Forum offers voluntary membership to community-based homeless services that support young people, older people, those at risk of offending, refugees, those with disabilities and a wide range of other related services. Throughout its existence, the Forum has worked in partnership with over 20 organisations within the housing, homelessness and social care sectors.

For eight years now, Extern and NIACRO have worked in partnership, chairing the Forum, often with no funding, to ensure its stewardship and direction.

The Forum has worked with a range of partners including the Housing Executive, NIFHA, Housing Rights, CIH, Homeless Connect, Social Care Council NI and Patient Client Council. We have provided training, delivered seminars and been a direct support to these organisations in understanding and promoting the use of housing related support services in preventing homelessness.

During Covid, NIACRO and Extern were determined that the work of the Forum continued. We conducted research with landlords, homelessness services and health professionals to help us understand barriers to accessing support for those affected by homelessness. This research, launched in 2021 as part of Homelessness Awareness Week, brought together a range of disciplines and those with lived experience of homelessness.

This research informed our drive to develop a website and training tool to equip the general public, landlords and frontline workers, to better understand the signs and help prevent homelessness. (Details of the some of the outcomes from this work is outlined in the 'project outcomes and achievements' section).

The work of the Forum has also included the coming together of its members to share practice, reflect on delivery and raise the profile of services that help prevent homelessness. Meeting three or four times per year, Extern and NIACRO continue to provide the necessary resources so that this reflective space can delivered to Forum members.

Our members continue to endorse the work of the Forum:

• “The HPF is more than a partnership- it's a collective voice for change. Through collaboration we raise awareness, drive growth and learn from each other's experiences.” Mulholland Aftercare Services.
• “[The HPF]…ensures that there is cohesiveness within member organisations. The learning and sharing brought to the table is vital to the quality of support that each service offers.” Belfast Central Mission.
• “We really value the connection to the Forum. I very much appreciate the training that our team have been able to access, which I know will better equip our staff.” Meadhbha Monaghan, chief executive, PCC.
• “Triangle are proud to be members of the Forum, it is a forward-thinking group of people who have a determination to provide quality preventative services in the homelessness sector. The forum has a focus on collaborative working. It provides the opportunity to share good practice, have a reflective space and work together to showcase the importance of early intervention in the prevention of homelessness.” Triangle Housing

Outcomes and achievements

The Forum continues, today, its journey of collaboration by redefining our common values and embarking on a journey with CIH, Frontline Network and Housing Rights to better recognise and increase the professionalism of our sector.

The training tool has been accessed by thousands online and the training outcomes have been very positive showing a 50 per cent increase in awareness of the early signs of homelessness and how housing related support services can help. Moreover, trainees are more aware of the services on offer and twice as many would now refer to the services.

In partnership with the Forum, the Social Care Council NI agreed to create its first homelessness page inside its e-learning library. Our homelessness training tool can now be accessed by all 40,000+ members of the SCC. The same training tool has now been added to CIH’s website.

Work has also included training delivery, face-to-face, to hundreds more:

• NIHE, housing solution and patch manager teams.
• Housing Right’s housing advisor training program.
• Housing associations, including Radius and Choice.
• SCC seminar and HAW event
• PCC advisers
• CIH All-Ireland summit, CIH Futures event and apprentices.

• Project name: The Ards Advisory Group
• Lead organisation: Ark Housing

Statement of support

Collaboration and partnership working are at the heart of Ark Housing's mission. The Newtownards “Housing For All” Advisory Group exemplifies this commitment, demonstrating a powerful model of partnership working that delivers tangible benefits to the community.

The key focus of the advisory group has been building relationships, which has been vital given the tensions felt in the area during the loyalist feud, which has been ongoing (at varying degrees) since spring 2023. There have been a variety of incidents within Ards town and surrounding housing estates including threatening graffiti, arson, criminal damage to properties and cars, masked men harassing and intimidating residents, and even shootings. A dark cloud of mistrust hovered over the community.

During this period of unrest, Ark recognised the importance of collaborative action, and the Newtownards “Housing For All” Advisory Group emerged as a neutral platform for bringing diverse stakeholders together, including Ark Housing, the Northern Ireland Housing Executive, Supporting Communities and local community groups. The advisory group’s primary objective was to encourage dialogue, establish trust, and support and empower local communities to address their own needs and aspirations.

Recognising the limitations of traditional top-down approaches, the Newtownards “Housing For All” Advisory Group embraced a collaborative and inclusive model. By working in partnership with Ark’s communities officer, Housing Executive’s good relations officer and Supporting Communities community development officer, the advisory group were able to jointly reflect on issues affecting local communities/individuals, sharing expertise and good practice, and then collectively work together to support a diverse community. This collaborative model resulted in a comprehensive understanding of community needs and developed a deeper level of trust among stakeholders.

Establishing trust was a core objective. Venues for advisory group meeting were rotated in different locations across the town, providing an opportunity for members to learn more about other community/voluntary groups and their neighbourhood needs.

A key innovation of the Newtownards “Housing For All” Advisory Group was its emphasis on community-led solutions. The advisory group actively encouraged and supported community-led projects, providing access to funding, resources, and professional expertise. This approach empowered local groups to take ownership of their own development, address local priorities and have a stronger voice in shaping their own futures.

Participatory Budgeting (PB) has been successful in bringing disparate groups together. PB initiatives not only supported groups with funding, but also provided the opportunity to network with other prospective partners. Supporting Communities and the Housing Executive promoted PB initiatives to a wider audience, resulting in applications from Bangor, Comber and surrounding communities in the Peninsula. By working in partnership, Ark and the NIHE have helped fund local initiatives such as the Sport Changes Life programme, and they have opened doors to council Good Relations funding.

Ark Housing has forged strong partnerships with key stakeholders, including the local council, to maximise the impact of its work in Newtownards. Ark has opened channels of communication with the council, relaying information back to the advisory group so they have a deeper understanding of funding streams and opportunities for joint initiatives. This proactive approach has not only enhanced Ark Housing's access to resources but also instilled greater confidence within the local community, encouraging residents to actively participate in community development projects and pursue funding opportunities.

The Newtownards “Housing For All” Advisory Group demonstrates effective partnership working, and also offers a model for successful interagency collaboration and community-led development. By prioritising relationship building and embracing community-led solutions, the advisory group has proved the transformative power of collaborative action in conflict resolution and community building, and proved that perseverance is power in the journey to a shared society.

Outcomes and achievements

The partnership between Ark Housing, the Northern Ireland Housing Executive, and Supporting Communities played a crucial role in the success of the Newtownards “Housing For All” Advisory Group. Outcomes include:

• Improved service coordination: Enhanced communication and information sharing between agencies led to more efficient and effective service delivery.
• Increased access to support: Community groups gained access to a wider range of funding opportunities, resources, and expertise.
• Enhanced community capacity: The advisory group supported and empowered local communities to develop their own solutions and build their capacity for self-help.
• Reduced community tensions: The advisory group has played a vital role in reducing tensions and improving social cohesion within the Ards area, creating a safer and more inclusive environment for the residents.
• Restored hope and optimism: The advisory group has worked in partnership to deliver the objectives of the NI Executives Together Building a United Community and Shared Housing strategy, demonstrating that it is possible to overcome the challenges of the past and move to a more peaceful and prosperous future.
• Empowered local voices: Local voices have taken a prominent role in their own community development, leading to a more democratic and responsive approach to community planning and service delivery.

• Project name: Community-Led Success: Housing Partnership in Sion Mills
• Lead organisation: Woven Housing Association
• Partner organisation: Rural Housing Association

Statement of support

This submission outlines the collaborative partnership between Woven Housing Association and Rural Housing Association, established to achieve the best possible outcomes for tenants and local communities in the rural area of Sion Mills. By combining expertise, resources, and geographical reach, the partnership has delivered significant improvements through the ‘Housing for All’ programme in service delivery, quality, and community wellbeing. By embracing a community led, co productive approach new ways of working were established which resulted in the tangible benefits for people who use both associations’ services and the wider community.

The partnership adopts a modern co-production and co-design model to develop a five-year good relations plan. This plan engaged representatives from key organisations, including the Northern Ireland Housing Executive, local councils, community associations, cultural and ethnic minority groups, and elected representatives. The result is a robust framework that prevents duplication, aligns both organisations’ resources, skills, and shared objectives to meet the diverse needs of our tenants and the wider community.

To ensure inclusivity and representation, an advisory group was carefully constructed through direct engagement with local groups. The group consists of local elected representatives, tenants, representatives from local council and local community groups. Quarterly evening meetings are held to foster transparency, inclusivity, and collaboration. These meetings serve as a platform for identifying key issues, addressing resident concerns, streamlining support from statutory agencies and designing programmes/activities to benefit our tenants and the wider community.

The 'Housing for All' programme underpins this collaboration, providing funding, training, and capacity-building. By supporting the navigation of grant processes, we ensure resources are effectively utilised by local community groups to meet the strategic goals of both organisations, the ‘Housing for All’ programme and enhance the quality of life of residents.

The partnership’s innovative approach has transformed service delivery, reduced duplication and improved access to resources for residents in Sion Mills and beyond. In this rural area we established new ways of working and created meaningful connections across sectors. By focusing on key objectives such as health and wellbeing, community development, training and employment, children and young people, and culture and identity, we have delivered a series of impactful good relations training and activities.

These have:

• Strengthened community bonds by fostering social inclusion, reduced isolation and promoting the shared goals of all the organisations involved, including community groups
• Improved quality of life; recreational activities have promoted healthier lifestyles and physical wellbeing. Social and educational programmes have provided a sense of purpose, reduced stress, combated loneliness and provided mental health support
• Supporting personal development; educational programmes enhanced literacy empowering people to improve their circumstances. Youth engagement through recreational and initiatives for children
• Enhancing community stability; engaging in community programmes improves community safety and development and encourages tenancy sustainment, pride in ‘your neighbourhood’ and community
• Promoting diversity and inclusion; bringing cultures together social and cultural programmes have highlighted shared values while celebrating differences. Tailored initiatives have strengthened relationships across cultural, ethnic, and generational lines ensuring that everyone regardless of age, ability or background have access to resources and support.

Highlights include:

• Sports diversity programme: Over 130 children from four local schools came together and participated in cultural workshops and joint sports day competitions.
• Health and wellbeing fairs: Providing access to health-related services, addressing health concerns and reducing poor health literacy in the community.
• Cross-community activities: Delivered a diverse range of social, recreational, and educational programmes, fostering greater cohesion and understanding.
• Demonstrated best practice and community impact.

Outcomes and achievements

Collaborative efforts extended beyond housing to promote inclusion and support broader community development:

• 2,290 residents engaged in activities, contributing to enhanced quality of life.
• 109 children from six schools participating in programmes, fostering inclusion and cross-community engagement.
• 34 activities organised to support residents focussing on health and wellbeing, social and enjoyment.
• 16 groups represented in advisory group meetings.
• Six advisory meetings held since March 2023.
• £48,000+ funding invested into the local community.

Testimonials

• "I really enjoy living in my home. I’m able to take part in lots of community activities through the funding. It has improved my health and reduced isolation." Advisory group member comment
• “Inclusiveness and equality are central to this partnership. The benefit of partnerships can’t be overemphasised when it comes to the smooth transition, maintenance and management of social housing developments in our towns and villages building communities” Cllr Antaine O’Fearghail.

By embracing shared goals, innovative practices, and a tenant-focused approach, the collaboration has delivered measurable improvements in housing quality, service access, and community wellbeing. This partnership serves as a model of best practice for the housing sector, demonstrating the power of working together to benefit those we serve.

• Project name: CHI Repairs/ Scheme Clinics
• Lead organisation: Co-operative Housing Ireland

Statement of support

Originally part of Co-operative Housing Irelands (CHI’s) customer service team, CHI’s asset management and property services (AMPS) team became a standalone department in 2022 and today consists of a national admin support team and two regional asset management teams with their own organic maintenance managers and technicians.

The goal is to continually improve the service for members and making CHI’s service more efficient and ensuring value for money.

As part of the efforts to achieve this, AMPS in conjunction with CHI’s housing services and safer neighbourhood team ran a number of repair clinics for residents.

The purpose of the clinics is to hear from residents about their concerns or issues and were an excellent opportunity for the teams to come together and engage with residents to understand their repair priorities. It also provided an opportunity for AMPS, housing services and the safer neighbourhood to work collaboratively if resolving issues and how the teams can work together going forward.

In 2024, clinics were held in:

• An Corran (Crinkle, Co Offaly)
• Kilruddery Glen, Co Wicklow
• Deakin Court, Co Dublin
• Newcourt, Dublin

Advance communication is given to member tenants prior to each clinic though email an SMS. On the day of the clinics, the clinic was well signposted and welcomed residents to drop in at their convenience.

Outcomes and achievements

• Further strengthened relationships between residents and CHI.
• Provided an opportunity for residents to call over to the clinic in a casual setting.
• Provided an opportunity for CHI teams to collaborate.
• Following the success of the clinics, the repair clinic will also run in 2025.

• Project name: Partnership between Co-operative Housing Ireland and Focus Housing Association delivers 67 new homes in Riverside, Castleisland, County Kerry
• Lead organisation: Co-operative Housing Ireland and Focus Housing Association

Statement of support

The development of 67 A-rated new homes at Riverside, Castleisland in Co. Kerry was the result of a successful partnership between two Approved Housing Body’s (AHB’s), Focus Housing Association, the housing arm of Focus Ireland, and Co-operative Housing Ireland (CHI) – who came together to provide secure, affordable and social housing for families and individuals in need. The project also highlights the collaboration and strong working partnerships with Kerry County Council, the Department of Housing, Local Government and Heritage, Housing Finance Agency, the Housing Agency, and the developer Donald Lynch KPH Construction and Meitheal Architects.

At the time of development there were 159 approved applicants on Kerry’s council’s housing list for two and three beds in the Castleisland area. To date these Riverside homes, represent the largest social housing development in Kerry.

For CHI the purchase of the 36 units was a continued delivery of affordable homes for Kerry, while the 31 units purchased by Focus Housing Association represented their inaugural delivery of social housing for this region.

When two Approved Housing Bodies (AHBs) collaborated on the delivery of such a housing scheme, where both share a common goal to help build and support communities, a range of significant outcomes and achievements can be realised:

1. Holistic housing solutions: The collaboration leverages the expertise of both AHBs to address diverse housing needs. While Focus Housing Association provides homes and tailored tenancy support from Focus Ireland services by applying the Meascán Housing Model (catering to a social mix), the general needs housing body Co-operative Housing Ireland (CHI) ensures the provision of stable, long-term accommodation.
2. Enhanced social integration: The scheme promotes inclusive communities by integrating residents with diverse needs. This fosters mutual understanding, reduces stigma, and builds cohesive neighbourhoods.
3. Efficient use of resources: Combining expertise allows for cost effective planning, funding, and resource allocation. Shared administrative functions and operational efficiencies lead to greater impact per investment.
4. Improved support services: Residents benefit from a wide array of wraparound support services, such as job training, and tenancy sustainment programs, increasing the likelihood of long-term stability.
5. Strengthened advocacy and influence: The partnership demonstrates the value of multi-agency collaboration, strengthening the collective voice of AHBs in advocating for housing policy changes and increased funding to build more quality and right sized homes.
6. Sustainable outcomes: By addressing both immediate housing needs and long-term housing requirements, the scheme achieves a balanced and sustainable approach to tackling housing challenges.
7. Community impact: This collaboration has facilitated the delivery that meets varied needs that contributes to prevention, reducing homelessness rates, ultimately improving quality of life, fostering stronger communities, creating a replicable model for future projects.

This synergy highlights the power of collaboration in achieving shared goals maximising social impact.

The development

The development is made up of 47x three-bed dwellings, 12x two-bed dwellings and eight x one-bed apartments and is conveniently located on the intersection of the N21 and N23 which provides easy access to the major road networks and a regular bus service to Killarney and Tralee. It is also only 1km from Castleisland town which provides good connectivity to local amenities – schools, shops, GAA clubs.

Onsite amnesties include secure bike and bin storage, vehicle access, 134 parking spaces, and a pedestrian walkway along the river Maine to the town centre. There is also public lighting and green areas.

Outcomes and achievements

• Launch event April 2024 attended by government officials, Media, residents, staff of both Co-operative Housing Ireland (CHI), Focus Housing Association and Focus Ireland Services.
• Link to article on launch by Irish Independent https://www.independent.ie/regionals/kerry/north-west-kerry-news/67-kerry-families-now-have-a-roof-over-their-heads-as-new-social-houses-officially-opened/a310261400.html
• Quote from Cathaoirleach Kerry County Council, Cllr. Jim Finucane: “Riverside, and its blossoming community, are a testament to what co-operation can achieve. Kerry County Council is proud to have supported CHI and Focus Housing Association in delivering these high quality, a-rated homes to help meet housing needs. These 67 homes represent one of the largest developments of social and affordable housing delivered in Kerry in 2024 thus far.”
• A Community Fun day organised by residents of the Riverside estate along with the community engagement teams from both CHI and Focus Housing Association and was held in September 2024. Residents from both CHI and Focus Housing Association worked together and volunteered their time to organise the event. The event consisted of different activities including facepainting, games, music and treats. Over 50 residents attended the event. It was a great opportunity for the community to engage and get to know each other while having fun in the estate.

• Project name: Festival of Life
• Lead organisation:Radius, Ark, Arbour and Clanmil Housing Associations
• Partner organisation: Greater Newcastle Area Suicide Prevention Task Group

Statement of support

Greater Newcastle Festival of Life 2024 was a week-long festival highlighting mental health and suicide prevention which ran from 9-14 September 2024. This to coincide with World Suicide Prevention Day on 10 September 2024, a commitment to prevent suicides. The theme for this festival which was co-ordinated through the Greater Newcastle Task Group was ‘Changing the Narrative on Suicide’ which embodies the work and ethos of Greater Newcastle Suicide Prevention Task Group. The group consists of 22 members from 14 partner organisations working within the community, voluntary and statutory sector delivering local services.

This was a challenging year for many people living within our community due to the ever-rising cost of living crisis and for new communities trying to integrate within the Newcastle area. The programme, now in its 12th year, built on feedback from participants last year to offer a wider offering of events and activities for the whole community, a combination of online and in person events. Joining together with the Greater Newcastle Festival of Life 2024 has had many positive benefits for mental health and emotional wellbeing and raised awareness of support available within the local community.

Greater Newcastle Suicide Prevention Task Group covers area of the DEAs of Slieve Croob and the Mournes, which in 2018 had the highest rates of suicide in Newry Mourne and Down District Council area. It was identified that 70 per cent of people who die by suicide are not known to statutory services, this highlighted an importance of the statutory sector working alongside the voluntary sector within the taskforce.

Whilst partners of Greater Newcastle Task Group are committed to sourcing, funding and developing this festival. The additional funding provided through the housing associations, from the Housing for All programme, allowed a wider number of free activities, targeting all sections of the community. The programme gave many the opportunity to try new things and take part in training programmes.

Radius, Arbour, Clanmil and Ark Housing Associations all have shared housing developments within the Newcastle / Dundrum area. They were keen to support this programme of work due to the clear identified need around suicide prevention. Partnering with the task group they supported two of the wider events running. They also promoted events through social networks and invited tenants from the Housing for All developments in the area. This programme of activities made new links and connections between individuals, families, communities and support agencies that will continue long after the festival has finished.

• “We are pleased to be able to offer a full programme of activities which we hope will provide support to all ages. We hope through learning new skills, raising awareness of suicide prevention, coming together in an online and face to face community to connect we will let people know that help is available for themselves or for family and friends who are struggling. We would like to thank our various funders for making this festival possible.” Deborah Boden, chair

Events included:

• Walk for Life event - at Mount Panther Farm Park. This family-friendly event was a wonderful opportunity to come together, enjoy the outdoors, and support community wellbeing. Information stands were also available at this event.
• Mental health first aid – three half day training sessions delivered by AWARE.
• Senior Tea Dance featuring Country Harmony – including information stands and agencies at the Burrendale Hotel Newcastle.
• Forest bathing/mindfulness walk at Castlewellan Forest Park.
• Dawn swim and Chi by the Sea – on Newcastle promenade.
• PAPYRUS and Newcastle YMCA youth for life event – fun interactive night for young people.
• Body tap workshop – Newcastle YMCA.
• SPOT training – Suicide prevention training delivered by PAPYRUS.

Outcomes and achievements

The task group consisted of 22 members from 14 partner organisations working within the community, voluntary and statutory sector, including:

County Down Rural Community Network, Papyrus, Mind your Mate and Yourself, Newry and Mourner Down District Council, South Eastern Health and Social Care Trust, LIFELINE, UNIT T, Federation of GP’s (MDT’s), SURESTART, HOMESTART, SERC, Action Mental Health, YMCA Newcastle, ADHD Parent Support Hub, and four housing associations - Radius, Arbour, Ark and Clanmil.

List of events running and numbers of participants attending:

• Mental Health First Aid training: 12 attendees
• SPOT Papyrus Mental Health Awareness training: Seven attendees
• Forest mindfulness: 20 attendees
• Tapping workshop: 25 attendees
• Chi by the Sea: 15 attendees
• Senior Tea Dance: 125 attendees
• Hope for Life youth event: 40 attendees
• Festival of Life Walk for Life family event: 700 attendees

Total number of attendees: 944

Outcomes of programme included:

• Increase in knowledge around self-care.
• Improved confidence to have conversations around mental health with others who are struggling.
• Knowledge and awareness of support agencies and what they can offer
• Increase in self -confidence, self-esteem and wellbeing.

• Project name: Partnership Working with our Young People
• Lead organisation: Newington Housing Association
• Partner organisations: New Lodge Youth Club and Holy Family Youth Club

Statement of support

Newington Housing Association (NHA) is committed to developing opportunities for NHA tenants and the wider community in North Belfast. In doing this NHA has worked with a range of youth providers and has delivered innovative ways of working in partnership with New Lodge Youth Club (NLYC) and Holy Family Youth Club (HFYC).

NHA is acutely aware of the importance of investing in young people and working in partnership with the organisations who have firsthand knowledge and expertise to change lives. NHA has previously been recognised by CIH in this category for the Student Bursary Scheme which financially supports Newington tenants and young people in third level education has for many years.

Following the implementation of the Tenant Participation and Community Involvement 2023-26, and the Community Investment Strategy 2023-26, NHAs board has supported the need to prioritise working with young people and youth provision to positively impact the lives of young people. To support this and other work NHA invests three per cent of rent receivable back into the community annually. Over the lifetime of the strategies this will equate to approximately £400,000 of investment in the community of North Belfast.

Working in partnership with the youth clubs the following initiatives have been developed:

Development of a youth committee - NLYC, HFYC and NHA worked together to develop a youth committee. Initially informal meetings were held with pizza evenings and chats to find out what the priorities were for the young people. Issues that were raised by the young people included lack of opportunity including jobs, drugs, mental health challenges and the negative view society has on young people. Wider community issues raised were housing, homelessness and mental health.

Working strategically, it was agreed two events would be planned.

The first event took place in the new University of Ulster Belfast, to coincide with exam results. The event was organised by the youth committee from HFYC and NLYC. Through their active engagement with local organisations a vast range of information was available on training, employment, mental health and community safety, showcasing the opportunities and support on offer for school leavers. On the day there were 100+ attendees.

The second project the youth committee organised and implemented was a food drive for local hostels and foodbanks during the Christmas period. This project demonstrated hard work and compassion from the young people, going over and above for those in need. Essentials such as hats and gloves were also provided.

Both events were funded by NHA. Funding which the young people applied for themselves. NHA staff worked in partnership to support and assist with the projects.

Romania sponsorship - NHA provides funding for young people from North Belfast area to travel to Romania to work with young people with disabilities, in social care and local schools. The trip is fundraised in its entirety. This important project empowers young people to build leadership skills and empathy. This project is best described watching the video in the ‘Supporting Evidence’ and listening to the impact it has made on those who have taken part.

Summer intervention project - As a result of summer youth funding cuts statutory and voluntary providers came together to review the impact on summer services for young people. This funding provided intervention projects for young people most likely to be involved in ASB and interface related disturbances. NHA recognised the impact this would have on them and stability in the wider community. Meetings were held with NLYC and HFYC to discuss this and NHAs board agreed to provide £8,000 of funding.

NHA recognises young people will be future residents of the area. It is extremely important they are given every opportunity to shape their community and their future. NHA will continue to work in partnership with HFYC and NLYC to achieve this.

Outcomes and achievements

NHAs commitment to multi-agency work has proven NHA is a key stakeholder in partnership with youth organisations in decreasing ASB and increasing life opportunities.

NHA has provided over £32,000 in financial support in recent years working in partnership with both youth clubs. Other projects NHA and the youth clubs have worked on include winter wonderlands for both areas, development of an external green space at NLYC, funding towards a minibus for HFYC and funding for youth awards in December 2024.

BJ McKevitt, HFYC

• “We worked in partnership with NHA to allow us to operate a summer diversionary programme, this was much needed due to the increase in sectarian and ASB in the area and in Alexandra Park in particular. We were unfortunately bracing ourselves for a summer of a possible explosion in sectarianism and related violence. The support received, and the work carried out ensured that the community was able to enjoy one of the most peaceful summers in years in the area.”

Sean McMullan, senior youth worker NLYC

• “NHA has provided key support not only in sponsorship but community leadership in the Greater New Lodge community particularly for young people who face many barriers in their lives. The support NHA provides enabled young people to obtain opportunities which would not be possible. The ethos of giving back to support communities to overcome barriers they face is apparent in all aspects of NHAs work”.

http://newingtonha.co.uk/wp-content/uploads/2024/01/tenant-strategy.pdf

http://newingtonha.co.uk/wp-content/uploads/2024/01/community-investment-strategy.pdf

https://belfastmedia.com/north-belfast-celebrate-the-achievements-of-wonderful-young-people

Romania 2023 - Memories on Vimeo

• Project name: Working together to promote inclusion and zero-tolerance to discrimination through ‘Everyone Anyone’
• Lead organisation: Choice Housing
• Partner organisation: Glasgow Rangers Football Club

Statement of support

In July 2024, Choice Housing, one of Northern Ireland’s leading housing associations became the first housing association in Northern Ireland to partner with Glasgow Rangers Football Club to deliver their groundbreaking diversity and inclusion ‘Everyone Anyone’ campaign in the Moygashel and Antrim communities.

‘Everyone Anyone’ has, at its core, a clear message of inclusion, togetherness and zero-tolerance to all forms of discrimination – on and off the pitch. Raising awareness of this message is particularly important in light of increased racial tensions reported in Northern Ireland during 2024.

This partnership reflects Choice’s commitment to improving good relations and promoting community integration in the communities it serves. The programme helped create a positive environment where diversity and shared housing was promoted, using the medium of sport.

The project, designed in partnership with Rangers FC, delivered a combination of good relations value-based football activities and educational workshops, bringing young people together from different backgrounds, cultures, and communities to unite through football.

The partnership underpins the good relations work Choice was doing in Moygashel and Antrim, using the Rangers brand to connect with those who are ‘hardest to reach’, particularly young people living in the areas.

The project has contributed to building strong and resilient communities while supporting individuals and groups to enhance their environments and promote respect for everyone.

The approach was designed to work with the local community and tailored to their specific needs and circumstances to ensure maximum engagement. This partnership and delivery of the innovative ‘Everyone Anyone’ campaign in Moygashel and Antrim has helped to:

• Create inclusive communities through diverse participation: The programme promoted inclusivity by involving residents from various backgrounds in a common activity, directly supporting the Housing for All objective of fostering inclusive communities.
• Break down barriers: By encouraging interaction among different community groups, the programme helped break down social barriers, contributing to a more cohesive and integrated community environment.
• Enhance community cohesion and stability by educating young people about the value of diversity and that communities should be welcoming, safe and accessible for all.
• Reduce tensions including during the summer period. Delivery of this initiative reduced community tensions and conflict by providing a positive outlet for young people at peak times associated with anti-social behaviour.
• Strengthen relationships within the community, enhancing overall stability and cohesion. The programme incorporated PSNI and other statutory agencies to deliver positive messaging and engagement with the young people involved.
• Promote wellbeing through football activities that supports the Housing for All goal of promoting the wellbeing of residents, ensuring communities are not only cohesive but healthy.

This programme has been successful as football was the hook to engage with the young people involved. By engaging young people, the programme addressed a key demographic that is crucial for the long-term sustainability of communities.

As further evidence of its success, Rangers have been requested by PSNI, PCSP, councils and community groups to deliver the programme across Northern Ireland in community settings. This impactful initiative has the ability to improve the external image of the community, attracting further investment and support.

Delivering ‘Everyone Anyone’ in Moygashel and Antim has also offered significant benefits for Choice and the communities it serves, including enhanced community cohesion, social inclusion, and overall wellbeing of the participants. Complementing the Housing for All policy, this initiative helped to create inclusive, cohesive, and sustainable communities, contributing to the broader objectives of improving quality of life and fostering long-term community development.

Moygashel regeneration group, “Everyone Anyone was a very successful programme, with all participants thoroughly enjoying the content. Big thanks to Rangers and Choice for making this possible. A great initiative for local youth.”

Outcomes and achievements

This partnership with Rangers engaged young people who are vulnerable or marginalised. Through a combination of football activities and workshops, young people were encouraged to reject negative stereotypes and prejudices to build stronger, safer communities through participation and active citizenship.

Using Rangers brand to increase engagement, this sports-based inclusion project speaks to the hardest to reach sections of society and, often those who benefit most.

Outcomes:

• 50 young people engaged in the Moygashel area and 150 young people in Antrim.
• Football workshops helped prevent young people from becoming involved in racist/sectarian behaviour.
• Improved community relations.
• Rangers have committed to continuing project across NI.

This partnership demonstrates the importance of housing providers taking a more holistic approach to tenant welfare, offering workshops and promoting open conversations around sensitive issues.

It showcases leadership in combining housing services with crucial social interventions and exemplifies how housing associations can play a pivotal role in advocacy by using their platforms to foster a culture of support, awareness, and inclusivity.

Nathan Hanley, Glasgow Rangers Football Club, “We feel it is the responsibility of everyone associated with the club – fans, players, staff and the wider community – to help create a positive environment where our differences are celebrated”.

• Project name: Reframing Ageing through Storytelling - A creative, arts and health research project
• Lead organisation: Clann Housing
• Partner organisation: Munster Technological University

Statement of support

Clann and Clúid Housing are committed to not just addressing the physical housing needs of its residents, but also their emotional, social, and psychological wellbeing. Mindful that the number of older adults in Ireland is increasing substantially, ageing well is a priority for housing providers like Clann, who wish to support older people to age well in place.

Through their work, Clann has witnessed how some older people have experienced cumulative disadvantage throughout their lives, which has greatly impacted their ability to age well and their life expectancy. Clann staff have also seen firsthand the profound implications ageing has on healthcare, social policy, economic development, housing, and the quality of life of older people - therefore Clann wished to collaborate in this artist-led research project to address the needs and challenges of Ireland’s ageing population and play an active part in addressing those inequalities for older people.

This social issue of ageing and self-ageism was chosen as the theme of this project because, according to the World Health Organization, ageism and self-ageism prevents people from ‘ageing well’ and is prevalent everywhere. The scale and impact of this widespread social issue is as follows:

• One in two people are ageist or express ageist views against themselves.
• It exists in our institutions, our relationships and ourselves.
• It promotes disadvantage. Divides people and undermines of human rights.
• It is the most pervasive prejudice across societies around the world.
• It is a significant barrier to effective policies on healthy ageing, resulting in poorer health outcomes, including chronic conditions and long-term health issues.

Clann therefore felt it was timely to research the experience of ageing, ageism and self-ageism amongst its older residents, through the delivery of this research project and consulting with residents living in its age friendly housing, as well as staff who deliver its housing management service to older residents.

This creative, arts and health research project peered into the lived experiences of older residents and examined, through the sharing of their life stories, what their experience is of their own ageing process, particularly in the context of living in an age friendly social housing home.

The purpose of the Reframing Ageing through Storytelling research project was to:

• Amplify the silent, marginalised voices of older people through the collective exchange of stories by three groups – older people, Clann residents and Clann staff.
• Promote inclusivity and the ability for us all to ‘age well’, by raising awareness of the impact of ageism and self-ageism, as well as our own personal biases.

The methodology of storytelling was used during this arts and health research project because storytelling humanises social issues, and when a social issue is framed within a narrative, evidence shows that we are more likely to connect with the experience of others, which in turn leads to increased understanding and compassion of others. Clann’s focus for this project was to provide older residents with the platform to tell their stories / experiences and have the power to enrich the lives of others and bridge cultural, generational, and social divides.

Feedback from staff:

• “Hearing the stories and narratives of older people was powerful and it made me think how we need to challenge the negative dominant narratives we hear on a regular basis, and images of older people in Ireland’s media today. We all need opportunities like this to reflect on how we think and act – time to stop and broaden understanding by connecting with each other”.

Outcomes and achievements

• Combatted ageism and self ageism: Raised awareness of issue.
• Empowered residents and improved wellbeing: Reinforced their sense of worth and dignity and empowered them to take control of their narratives and challenge stereotypes and their own biases.
• Strengthened resident bonds: Brought a sense of universality and brought residents closer, through mutual support and collective action against ageism / self-directed ageism.
• Promoted advocacy and self-advocacy: Clann residents and staff became advocates for change, encouraging others to adopt inclusive practices.
• Learning and development of staff: Contributed to broader discussions on ageing, and the need to ‘see the person’, when we deliver our housing management service to residents.
• Promoted positive ageing: Helped residents see ageing as a natural, valuable stage of life rather than a limitation.

Feedback from a resident:

• “I got involved in the Changing Perceptions project last year and now part of this one (Reframing Ageing through Storytelling). I can honestly say, both experiences have been very rewarding. It makes me appreciate that Clann is not just a landlord but they really do care about us by organsing these sort of events. It has brought us together as a small group, to discuss a topic which affects us in our day to day life and it was good for me to hear what others are going through. It made me want to stand up for them”.

• Project name: Health and Housing Partnership
• Lead organisation: Northern Ireland Housing Executive
• Partner organisations: Department for Communities and Department of Health

Statement of support

The Health and Housing Partnership transformed our approach to providing the independent living needs of some of the most vulnerable people in our communities.

The partnership has three main partners – Northern Ireland Housing Executive, Department of Health, and Department of Communities – and also extends to working collaboratively with the Northern Ireland Federation of Housing Associations, individual housing associations, Disability Action, Central Housing Forum and other service user forums. Collaboration with these stakeholders ensures that positive outcomes for the people who need it most are at the heart of the partnership.

As part of the partnership the three main partners have endorsed and implemented an Interdepartmental Housing Assurance Framework.

The framework is overseen by the Interdepartmental Accessible Homes Strategic Forum, an inclusive, cross-sector stakeholder forum including both Departments, the Housing Executive, Northern Ireland Federation of Housing Associations, service users, Disability Action and Health and Social Care (HSC) Trusts. The forum is responsible for strategy and policy in this area, ensuring a consistent and equitable approach to service delivery across Northern Ireland.

A joined up approach to service provision is a vital component of the partnership and the underpinning of the Interdepartmental Housing Assurance Framework by HSC Trust, Housing Provider Partnership Forums and service user forums helps to create and build networks and relationships between stakeholders.

Following an initial trial period in 2023, three partnership forums have now been established to represent each housing tenure (private sector, social sector (housing associations) and social sector (NIHE)) and includes representatives from housing and health and social care. The forums meet quarterly to share information and best practice, find agreed resolutions and ultimately, ensure effective engagement is providing the right service delivery for our customers.

To further ensure service delivery, the framework is complemented by an interagency regional escalation process for complex case management, coordinated by the housing and health team, based within the Housing Executive. Through the process case panels are convened to help find agreed solutions for cases which are proving difficult to resolve. To date, since November 2023, 123 referrals have been made to the panel by housing providers, HSC trusts and private sector grants teams.

There is no doubt that there are competing priorities across different departments and agencies however the absolute focus of all organisations on providing accessible homes for those most in need has driven the creation of the Health and Housing Partnership and its success.

As both the housing and health sectors continue to face challenges of staff capacity, increasing demand, finite budgets, lengthy waiting lists, managing expectations and lack of accessible housing stock, the Health and Housing Partnership will become increasingly important. It is clear that the growth and development of the partnership, through the creation of the Framework and Partnership Forums, demonstrates the genuine commitment from all partners and stakeholders to improve standards and housing options for the most vulnerable members of our society.

Outcomes and achievements

Through the Health and Housing Partnership we have improved understanding of roles and responsibilities across the range of stakeholders involved in housing assessment and provision for people with disabilities, resulting in more effective engagement and problem solving.

The regional escalation process has helped to find housing solutions for 109 cases to date.

Partnership forums are now fully operational with terms of reference and membership agreed, focusing on continuous service delivery improvement.

The partnership updated and relaunched the Interdepartmental Adaptations Design Toolkit in 2023, a publication that provides evidence based, consistent and equitable housing adaptation design standard for all housing tenures.

The toolkit is unique to Northern Ireland and will be complemented in April 2025 by an Inclusive Design Guide for those with cognitive and sensory impairment.

The partners are currently involved in a review of private sector grants, administered by the Housing Executive and funded by the Department for Communities. This includes the Disabled Facilities Grant, a grant to support adaptation provision in private homes. The review considers service improvement for customers, seeking to improve communication and timescales in both housing and health sectors.

• Project name: Shared Tenancy Model
• Lead organisation: Northern Ireland Housing Executive
• Partner organisation: MACS

Statement of support

This submission highlights the exceptional partnership between NIHE and MACS which has led to the successful development and implementation of a shared tenancy model aimed at improving housing stability and outcomes for young people transitioning out of care/young homeless. By combining the strengths of the housing sector with the expertise of the charity in supporting vulnerable children and families, this collaboration demonstrates the power of partnership working to tackle complex social issues and create sustainable, life-changing solutions.

Background

Both NIHE and MACS recognised the need for a more inclusive and flexible approach to housing for young people, particularly those leaving care or experiencing homelessness. In these transitional years, young people often face significant challenges in securing stable housing, which can hinder their ability to achieve independence and develop life skills. The shared tenancy model was developed as a direct response to this gap in service provision, aiming to provide a supportive, safe, and affordable housing solution for young people while enabling them to build crucial life skills in a nurturing environment.

The model

The shared tenancy model allows young people to live in a shared accommodation setting with peers, supported by both the housing authority and the charity. The model is built on a foundation of mutual support, empowerment, and shared responsibility. Young people are encouraged to engage with each other, share resources, and build social networks while being guided and supported by trained professionals from MACS.

At the core of the model is the integrated support system, which combines housing provision with tailored support services. NIHE ensures that safe, affordable housing is available, while MACS provides a range of wraparound services, including life skills training, mental health support, and guidance on managing relationships and finances. By offering both practical and emotional support, the shared tenancy model enables young people to gain the confidence and skills they need to transition successfully into independent living.

Partnership working in action

The partnership between NIHE and the MACS is built on a shared commitment to the wellbeing of young people. From the outset, both organisations worked collaboratively to co-design the shared tenancy model, ensuring that the needs of young people were at the forefront of every decision. Regular communication, joint training, and shared learning have ensured that both parties are aligned in their goals and approach, with an emphasis on flexibility and responsiveness to the needs of the young tenants.

One of the key successes of this partnership has been the development of a support plans for each young person. These plans, created collaboratively between housing staff, MACS support workers, and the young people themselves, ensure that each tenant receives personalised and comprehensive support tailored to their individual needs. This has led to improved engagement, greater satisfaction with services, and, most importantly, better outcomes for young tenants.

NIHE’s experience in housing management and regulation has ensured that the shared accommodation meets all safety and legal requirements. Simultaneously, MACS expertise in working with young people facing adversity has provided the necessary emotional and developmental support that young tenants require. This combination of skills and resources has been instrumental in creating a model that addresses both the practical and emotional challenges young people face in housing.

Outcomes and achievements

The shared tenancy model is a resounding success, with significant positive outcomes for young tenants. Since the model’s introduction, the number of young people successfully maintaining stable housing has increased dramatically. Participants have reported a higher sense of security, belonging, and independence and feel empowered to manage their own lives and relationships. Additionally, the partnership has reduced incidences of homelessness and housing instability, as young people are given the tools and support they need to succeed.

The model has had a ripple effect within the community, fostering greater social cohesion, encouraging peer support, and reducing the stigma often associated homelessness. It has also provided a scalable and replicable model that can be adapted to other areas of NI, amplifying its reach and impact.

The partnership between NIHE and MACS in developing the shared tenancy model has proven to be a powerful example of how collaboration can address complex social challenges. By pooling expertise, resources, and a shared commitment to improving the lives of vulnerable young people, this partnership has created a sustainable, innovative solution that not only meets the immediate housing needs of young people but also equips them with the skills and support they need for future success.