Housing strategy 2024 to 2029
Brighton & Hove is a city of huge ambition, fabulous diversity and significant opportunity. We want a city we can all be proud of, a city that is fair and inclusive and a healthy place where people can thrive. Homes for everyone is central to the council’s vision for a better Brighton & Hove for all. It is also a call to action.
This housing strategy sets out our goal to deliver accessible, affordable and high-quality homes for everyone in Brighton & Hove. However, we recognise that we can’t achieve this on our own. We have increasing demand for our services and a number of legal duties, but we also have shrinking resources. What we can do is provide leadership, build partnerships and encourage creative, bold and innovative solutions to the housing crisis.
Housing supply and affordability is a significant issue for the city, with many people unable to afford a mortgage or pay their rent. Some are forced to live in overcrowded or unsuitable conditions. Others must look outside the city to find homes that meet their needs.
We have a strong track record of delivering new homes that are genuinely affordable and built to high environmental standards. We also have an ongoing programme to improve our existing council homes and to ensure that all homes in the city are fit for purpose and sustainable.
Preventing and alleviating homelessness is a key statutory duty for the council. We will continue to do everything we can to make sure that people are treated fairly and with respect, whatever their housing situation. The most vulnerable deserve our support and we will always prioritise their needs. This includes support to access appropriate housing and to maintain independence and dignity.
We are committed to putting people at the heart of housing in the city. We want to work with our tenants and leaseholders to improve our housing services. We know that we don’t always get things right, but we are determined to do our very best.
We are resolute in our ambition to achieve a better Brighton & Hove for all. The challenges ahead are significant, yet we are confident that the priorities set out in this strategy will help us deliver improved housing outcomes for the city.
The input of the city’s residents and our partners has helped us shape this strategy. I am deeply grateful to those who have provided us with constructive feedback on earlier drafts. I look forward to working with you to deliver our ambitious plans.
The council plan 2023 to 2027 sets out a vision for a better Brighton & Hove for all. It outlines our missions to make the city fairer and more inclusive, a safer and healthier place to live, and deliver better services by putting residents at the heart of all we do.
This housing strategy outlines our housing priorities for the next 5 years and describes the steps we will take to deliver them. The strategy will guide our actions as a council and demonstrate to residents and our partners that we are serious about tackling the housing crisis in the city.
The housing strategy supports the delivery of the council plan. It also provides a framework for more detailed plans, including:
It connects to other major strategies and plans including:
The housing strategy is about more than council housing services. We want to shape and deliver a shared long-term agenda with our partners in the city and beyond and critically, with our residents and the wider community.
This is a high-level document that sets out the council’s vision for housing in the city. The 5 priorities we have identified will help us focus our efforts to deliver accessible, affordable and high-quality homes for everyone in Brighton & Hove. As well as an annual Action Plan to accompany the strategy, more detail on delivery will be set out in our operational plans. Detailed proposals for future housing development will be put forward in the new City Plan Part 1.
In delivering our strategy we will strive to incorporate the following principles in everything we do:
The council has a wide range of housing duties and responsibilities. These include:
Since our last housing strategy was agreed in 2015, major changes in national housing policy have been introduced. The Homelessness Reduction Act (2017) significantly changed our legal duties towards households facing homelessness, with a greater emphasis on preventing homelessness. We responded, reviewing our homelessness and rough sleeping services and setting out plans for further change in a new Homelessness and Rough Sleeping Strategy 2020 to 2025. The Armed Forces Act (2021) placed a legal duty on local authorities to give priority for social housing to serving members of the armed forces, former service personnel and their family members.
The Grenfell tragedy in 2017 raised fundamental questions about fire and building safety. For landlords, developers and property owners, including local authorities, the Fire Safety Act (2021), Fire Safety (England) Regulations 2022 and Building Safety Act (2022) have introduced significant new regulations and new safety requirements, particularly in relation to high-rise residential property.
The Social Housing (Regulation) Act (2023) strengthens regulation of the activities of social housing providers and sets higher standards for the health and safety of homes as well as the conduct and performance of landlords. It aims to give tenants a real voice and requires landlords to be more transparent about their performance. In addition, we anticipate that, if enacted, the Renters’ Rights Bill will extend protection for private rented sector tenants.
Delivering new, high-quality and affordable homes is a key priority for the council. It is also a national priority, with new and stretching development targets from central government. The council has a strong track record of delivering additional council homes and of successfully unlocking funding through the Homes England Affordable Homes Programme to help deliver our new build plans. We will actively seek other funding opportunities to purchase additional and build new homes for our city.
New housing duties have also been introduced to protect the most vulnerable. The Domestic Abuse Act (2021) requires local housing authorities to provide support and safe accommodation for victims of domestic abuse. The Supported Housing (Regulatory Oversight) Act 2023 aims to improve the quality of housing designed for vulnerable adults who need some level of support to live independently.
This is a snapshot of population and housing data at the time the strategy was agreed. More detailed information can be found in our Joint Strategic Needs Assessment and the Strategic Housing Market Needs Assessment. Data from both have been used to inform the development of our strategic priorities.
In 2021, Brighton & Hove’s population was 278,000:
Also:
We need to make the most of the housing that we already have. Around 80% of the homes that will exist in 2050 have already been built. Many of these properties, across all types of tenure, need work to ensure that they are suitable, safe and sustainable, now and in the future. Some properties, however, have reached the end of their life and need to be renewed.
The council manages approximately 12,000 rented and 2,700 leasehold properties and we need to invest more, particularly in improving health and safety. We will prioritise investment in our buildings and in fire prevention, gas and electrical safety, asbestos, legionella and other health and safety risks such as damp and mould, to ensure safe, good quality council homes. Registered providers of social housing are subject to the same regulatory framework as the council and will be reviewing their investment priorities to meet the required standards.
The growth in the private rented sector in Brighton & Hove means that nearly one in 3 households in the city are renting privately. While most landlords operate responsibly, there are concerns that some do not. We will work with landlords to improve the management, standards and quality of homes in this key housing sector. Where appropriate, we will use our powers to enforce standards in the private sector.
Improved energy efficiency plays a major role in reducing the city’s carbon footprint. It also reduces costs for households and helps tackle the continuing cost of living crisis. We will invest in improving the energy efficiency of council homes and, where possible, support other residential property owners to make improvements.
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Each year we will update on the following indicators:
Good quality housing and infrastructure has a key role to play in improving quality of life, boosting the economy and making the city a place where people are proud to live.
Brighton & Hove is an expensive place to live and even some affordable homes are beyond the reach of many. We know that there is a shortage of housing suitable for families in the city. We are not helped by limited availability of land, competition for other land uses and the need to ensure we support facilities such as schools, health services, open space and transport infrastructure. High land values and the viability of development sites continue to present barriers to accelerated development. The planned refresh of the City Plan Part 1 gives us the opportunity to address these issues and set new goals for housing development.
The city has two universities with 37,000 students. The growth in purpose-built student accommodation has encouraged a better balance of student housing and we will continue to support the development of safe, high quality and affordable student housing.
We can't overcome the mismatch between supply and demand, but we can focus on providing more council and other affordable housing either through our own new build programmes, partnership initiatives, developer contributions or registered providers. To truly make a difference, we know we need more affordable housing options, from council homes on social rent to home ownership. We also need a range of options for our diverse population, including homes which can be adapted to changing needs, temporary and supported accommodation and suitable provision for marginalised groups and households with higher levels of need Using the council’s own assets and resources and prioritising brown field sites to bring forward new homes is key to successful delivery.
We need to continue with our successful work to convert private housing into council housing through buy back and other acquisition programmes. As part of our ambitious plans to provide new homes, we will incorporate the physical, social and green infrastructure needed for communities to thrive. Our developments will be sustainable, keeping costs down and reducing impact on the environment.
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Each year we will update on the following indicators:
More of our residents are facing severe and challenging housing needs. The increasing costs of housing, ending of tenancies, changes in national policy and a shortage of genuinely affordable housing have led to an increase in the number of households at risk of homelessness.
Our approach is to prevent homelessness before people become homeless. We recognise that tackling and preventing homelessness requires a holistic approach that goes beyond council housing services. We will work with individuals, families, landlords, other council services, public sector bodies and the Third Sector to prevent and alleviate homelessness. Our Homelessness and Rough Sleeping Strategy outlines our approach in more detail.
The number of households living in temporary and emergency accommodation has risen to unprecedented levels. Temporary and emergency accommodation is expensive. It is also insecure and may feel unsuitable for many placed there. We know that the experience of living in temporary or emergency accommodation has a negative impact on children and vulnerable adults.
There is a high demand for housing from people in urgent housing need, including those fleeing domestic violence, vulnerable families, refugees and asylum seekers, and people with complex needs. We will ensure that in responding to urgent need we will tailor our response to ensure fair access to support and services. We will work with our partners to review and improve our support for rough sleepers in response to increasing complexity of need.
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Each year we will update on the following indicators:
The quality, location and cost of our homes play a role in our overall wellbeing, underpinning our health, relationships, security, and the environment around us. Ensuring people have appropriate, good quality housing can increase their resilience, help them retain their independence, and promote their health and wellbeing for longer. It can help delay or reduce their need for social care and health services in the future.
The place we call home extends beyond the walls of our house or flat. Safe, healthy and inclusive neighbourhoods are critical for wellbeing. Safe neighbourhoods allow residents to live free from fear and anxiety. Healthy neighbourhoods provide easy access to green spaces, healthy food options and opportunities for physical activity. Inclusive neighbourhoods embrace diversity and foster a sense of belonging and connection.
The council is corporate parent to around 360 children and young people. Like any parent, we have a role to play in supporting them secure appropriate accommodation and become independent as they move into adulthood.
Disability and physical health needs can restrict the ability to live independently without support. Our disabled facilities grant scheme helps people remain in their home for longer and has a significant impact on wellbeing and quality of life. We also plan to make better use of assistive technology to support residents to live at home.
There is a wide range of supported and specialist accommodation in the city, but we need to ensure we are providing the right accommodation and support to people with specific or complex needs. This includes, but is not limited to, care leavers, recent prison leavers, vulnerable parents and children, people with a learning disability, people with autism and those with substance dependence or mental health issues. Our seniors housing accommodation offer must also develop to fit the changing needs of our ageing population.
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Each year we will update on the following indicators:
We are determined to ensure that residents in our homes are safe, are listened to, live in good quality housing and have access to redress when things go wrong. Following the 2017 Grenfell Tower fire, new legislation affecting all social landlords has established a Regulator of Social Housing. The Social Housing (Regulation) Act 2023 requires the council and other social landlords to fully meet and ensure compliance with the new regulatory framework.
We are committed to achieving equitable outcomes for residents by providing fair access to services and meeting the diverse needs of our communities. This means listening to people and acting on what they tell us. It also means treating people fairly and with respect. Our Engagement Framework, Accessible City Strategy and Anti-Racism Strategy guide our approach.
To turn our aspirations into reality we know that we must innovate, as well as draw on evidence of what works from elsewhere. We must make the most of our own and external sources of funding and work collaboratively with our partners on joint priorities, sharing information about our assets and investment plans to ensure alignment with the needs of the city.
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Each year we will update on the following indicators:
The housing strategy and its priorities are complemented by linked and supporting strategies and plans which set out in more detail what we will deliver. These include the City Plan, the Economic Strategy, the Homelessness and Rough Sleeping Strategy and the Joint Health and Wellbeing Strategy.
Plans to improve the council’s effectiveness and to modernise our ways of working, are set out in our Customer Experience Strategy, Business Framework, Our People Strategy, the ICT and Digital Strategy, and corporate modernisation programmes. Our Anti-Racism Strategy and Accessible City Strategy aim to create cultural change and lead to more equitable ways of working and delivering our services.
Directorate and service plans provide details of the key actions, projects, timeframes, and measures that support the delivery of the housing strategy. These are updated annually.
The Housing Revenue Account contains the income and expenditure relating to the council’s social landlord duties. It is a ring-fenced budget that covers the management and maintenance of council-owned housing stock. It includes substantial investment in building, health and fire safety compliance and in anticipation of the strengthened role of Regulator of Social Housing, ensuring adherence to their consumer standards. The budget also continues to support investment in new housing supply and sustainable homes as well as in the work of our housing services. Housing services are also funded by the General Fund and through grants from external funding bodies.