Brighton & Hove City Council
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 draft 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 draft strategy will help us deliver improved housing outcomes for the city.
The input of the city’s residents and our partner organisations is vital in helping us shape this strategy and achieve our goals. Please share your feedback on this draft housing strategy.
Councillor Gill Williams Chair of the Housing and New Homes Committee, Brighton & Hove City Council
This draft housing strategy outlines our proposed 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 council plan 2023 to 2027 sets out a vision for a better Brighton & Hove for all. It includes our plans to make the city fairer and more inclusive, and a safer and healthier place to live. As a council we will improve our services by putting residents at the heart of all we do.
The housing strategy supports the delivery of the council plan. It provides a framework for more detailed housing plans, including the Homelessness and Rough Sleeping Strategy, the Housing Allocations Policy, new housing supply and our housing asset management approach. It connects to other major strategies and plans including the City Plan, Economic Strategy, Joint Health and Wellbeing Strategy, Local Transport Plan and more.
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, critically, with our residents, local partner organisations and the wider community.
This strategy 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 focus our efforts to deliver accessible, affordable and high-quality homes for everyone in Brighton & Hove.
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 allocating social housing, providing housing advice and information, preventing homelessness, and developing new housing to address local needs.
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 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) and Building Safety Act (2022) have introduced new regulations and new safety requirements, particularly in relation to multi-occupied residential property.
The Social Housing (Regulation) Act (2023) regulates the activities of social housing providers and sets standards for their conduct and performance. It aims to give tenants a real voice and requires landlords to be more transparent about their performance. If it becomes law the Renters (Reform) Bill will bring major changes for the private rented sector.
Building a new supply of high-quality affordable homes is a key priority for the council. The urgent need for more social housing is a national priority, with funding opportunities available to support delivery. The council has a record of successfully unlocking funding through the Homes England Affordable Homes Programme to help deliver our new build plan. We will actively seek other funding opportunities to advance our priorities.
In 2021, Brighton & Hove’s population was 278,000
In 2021, there were 130,840 homes in the city.
One in 3 households have at least one disabled member.
7 neighbourhoods in the city are in the 1% most densely populated areas in England.
37,000 students attend the city’s 2 universities.
There are more than 4,200 Houses in Multiple Occupation in the city.
18.7% of residents aged 60+ living in income deprivation (England 14.2%).
One in 4 children living in poverty in Brighton & Hove (one in 3 in England).
33% of homes are rented privately (20% in England).
Brighton & Hove has around 11,900 council-rented homes.
Over 7,600 households on the housing waiting list in December 2023.
More than 1,700 households in temporary and emergency accommodation (February 2024).
£16.9 million cost of temporary and emergency accommodation in 2022/23.
661 additional council homes 2015 to 2023.
1,470 additional affordable homes 2015 to 2023.
£421,950 average house price (August 2023).
Average house prices are 12.3 times average earnings in the city (2022).
Average private rent £1,300 per month in Brighton & Hove (September 2023 - £850 England, £1,050 south east).
Average rents:
58% of Brighton & Hove’s housing was built before 1940.
18% of private rented homes likely to have at least one serious hazard.
472 households prevented from becoming homeless in 2023.
52 people sleeping rough on official count night in November 2023.
Brighton & Hove has 2,696 homes with support and 826 homes with care.
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 properties, across all types of tenure, need work to ensure that they are suitable, safe and sustainable, now and in the future. Some properties have reached the end of their life and need to be replaced.
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 continue to invest 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. As a result, we need to improve the management, standards and quality of homes in this expanding 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. Where appropriate, we will use our powers to enforce standards in the private sector.
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 particular shortage of family-sized homes in the city. Our evidence shows that families who cannot afford to rent privately or buy in the city move to surrounding areas.
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 city has two universities with 37,000 students. The growth in purpose-built student accommodation has encouraged a better balance of student housing. We support the return of family sized housing to the wider market.
We can't overcome the mismatch between supply and demand, but we can focus on providing more social and affordable housing either through our own new build programmes, partnership initiatives, developer contributions or registered providers. To truly level up, we know we need more affordable housing options, from 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, as well as temporary and supported accommodation. 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 work to convert private housing into social housing through buy back and other acquisition plans. As part of our ambitious programme 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.
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 and our partners 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 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.
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 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 places we call home extend 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 care leavers. Like any parent, we have a role to play in supporting these young people secure appropriate accommodation and live independently.
Disability and physical health needs can restrict the ability to live independently without home adaptations. 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 remain independent.
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 sheltered accommodation offer also has to develop to fit the changing needs of our ageing population.
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 will 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.
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.