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Walsall Borough Housing Strategy 2026 Intervention

Our first big move focuses on Intervention, providing an ongoing commitment to Walsall Councils role as an active market-shaper and enabler through strategic leadership and targeted action. By proactively intervening in the housing market—using council powers, partnerships, and direct investment—we will unlock supply, deliver mixed-tenure and specialist housing, raise standards, and address market failures in housing, regeneration, and place-making. This approach empowers the council to set ambitious expectations for quality, affordability, and inclusion, to intervene where the market falls short, and to ensure that regeneration, place-making, and housing delivery align with the borough’s priorities for social value, health, and inclusive growth. Through decisive intervention, we will build resilience, prevent negative market trends, and ensure that Walsall’s residents benefit from safer, higher-quality, and more equitable housing opportunities.

Objectives

A. Between April 2026 and March 2030, we will proactively intervene in the market (via CPO or Public Private Partnerships) on at least three strategic sites, to contribute towards unlocking up to 1,200 new homes, with a minimum of 10% affordable and visible public realm/green space improvements. 

B. Between April 2026 and March 2030, support the delivery of up to 400 new specialist and supported housing units, comprising:

  • 100 sheltered or retirement housing units for older people
  • 50 Extra Care housing units for older people
  • 30 supported living units for adults with learning disabilities or autism
  • 10 Shared Lives placements for people with learning disabilities or autism
  • 35 supported housing units for adults with mental health needs
  • 15 supported living units for adults with physical disabilities • 50 regulated supported accommodation places for young people and care leavers
  • Up to 60 additional specialist units as identified by ongoing needs assessments (e.g. step-down, dual diagnosis, culturally competent housing)

This objective responds to Walsall’s ageing population, increasing care needs, and transition pressures for care leavers as set out in the Housing with Care and Support Services Market Position Statement (2025–2040)and will need to be delivered in partnership with health and social care, with regular evidence refresh and locality targeting. 

C. By March 2030 ensure 100% of all PRS properties inspected by the council are free from category 1 hazards and support all PRS landlords and tenants to become compliant with the provisions of the Renters’ Rights Act including abolishing Section 21, introducing open-ended tenancies, and promoting landlord engagement forums. 

D. By March 2030, reduce by 50% the number of long- term empty homes that have been empty by 10 years or more.

What change will this deliver

  • Unlock Housing Supply Where the Market Stalls – Enable regeneration and new housing in areas and sites that private developers and investors overlook, particularly for affordable, specialist, and brownfield developments. 
  • Raise and Enforce Housing Standards – Improve access, quality, safety, and energy efficiency of existing and long-term empty homes especially in the private rented sector by setting, enforcing, and supporting compliance with higher standards. The Council will further promote good housing standards by raising public awareness through targeted communications campaigns and by harnessing new technologies, such as digital reporting tools and remote inspections, to support both enforcement and resident engagement
  • Actively Shape Tenure Mix and Local Needs – supporting delivery of more homes for families, care leavers, older people, and disabled residents by using policy levers (e.g. S106 agreements, asset release) and direct intervention to achieve the right mix of housing. This includes championing the development of aspirational homes working with partners to create the conditions for high-quality, desirable housing that enhances Walsall’s reputation and appeal. 
  • Reduce Homelessness and Housing Need – Interventions will provide more supported and moveon accommodation, helping to reduce homelessness, temporary accommodation use, and waiting lists. This will also allow people with care needs more choice and control to live/stay in their own communities.
  • Prevent Negative Market Trends – Counteract the loss of affordable homes, poor-quality conversions, and clustering of vulnerable tenants by proactively stepping in where the market underperforms or exploits loopholes.
  • Build Community Confidence and Resilience – Demonstrate that the council can deliver on commitments, building trust with residents, investors, and partners by getting things done and reducing risk/uncertainty.
  • Support Inclusive Growth – Ensure regeneration and new housing directly benefit local people, create jobs, and support wider social and economic goals.