URL: https://democracy.adur-worthing.gov.uk/ieDecisionDetails.aspx?ID=1451

Decision Maker: Joint Strategic Committee

Outcome:

Is Key Decision?: No

Is Callable In?: Yes

Purpose:

Content: Before the Committee was a report by the Corporate Director for Housing and Communities, copies of which had been circulated to all Members and a copy of which is attached to the signed copy of these minutes as Item 13.   The Housing Strategy 2025–2030 had guided the work of both councils over the preceding 18 months, reflecting a fundamental commitment to fairness by treating good quality housing as a basic human right essential for dignity, health, and thriving communities. Providing a decent and affordable home for everyone living in Adur and Worthing was an important task, but also our biggest challenge. The reasons for Adur and Worthing's housing shortage are complex, affected by both national and local issues. This housing crisis impacts nearly every part of residents' lives.   The Housing Strategy set out six strategic priorities to improve housing, providing focus and drive through a five-year framework to improve housing quality, support health and wellbeing, and guide future local development. It was developed against a backdrop of continued and immense demand for new and existing housing, a critical lack of move-on options especially for Worthing and severe financial pressures tied to temporary accommodation. A primary focus remained on increasing the supply of genuinely affordable homes and improving council housing quality for social homes in Adur. Alongside this were a number of sweeping new national policy changes, including on Renters Rights and Supported Housing reforms.   The Housing Strategy recognised the shared opportunities and challenges across Adur and Worthing and the distinct nature of both places and their differences. Adur being a stock-holding council offered both opportunities and challenges with the statutory responsibilities and stock condition needs of a social landlord. Worthing managed extreme land constraints, higher homelessness presentations, and a more acute budget strain. Delivering against these separate local needs required tailored operational approaches, strong multi-agency partnerships, and proactive, data-led interventions.   Local Government Reorganisation (LGR) framework remained a key pillar for future direction, creating a distinct opportunity to remodel how housing services are designed with Social Care and other services across a wider footprint.   Decision:   1.    That the progress made on the first 18 months of the Housing Strategy Delivery Plan be noted;   2.    That it be noted that a Housing Strategy progress report will be provided on an annual basis, with the next one being summer 2027;   3.    That it be noted that there is an ongoing delegation to the Corporate Director for Communities and Housing, in consultation with each Councils’ Cabinet Members for Housing to make minor amendments to the Strategy delivery plan, as required, for example, in response to significant changes in service demands or national legislative changes.     Call In: The call-in deadline for decisions will be 5.00pm on 18 September 2026.

Date of Decision: September 8, 2026