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Walsall Borough Housing Strategy 2026 Integration

The Integration big move is about bringing together people, data, partnerships, and governance to deliver real, joined-up change across Walsall. By breaking down silos and uniting the efforts of the council, partners, and communities, this move will ensure that housing, health, planning, regeneration, education, and economic development work seamlessly together. 

Through integrated data systems, transparent governance, and collaborative decision-making, Walsall will create a confident, investable proposition—where partners, investors, and residents can trust in joined-up delivery and clear accountability. Integration will enable smarter resource allocation, more effective services, and a consistent experience for residents, no matter where they live or who they turn to for support. 

Ultimately, the Integration theme is about making Walsall greater than the sum of its parts: harnessing collective strengths to accelerate delivery, reduce duplication, and achieve outcomes for residents that no single organisation could achieve alone.

Objectives

M. By March 2030, achieve 100% coverage of up-to-date, integrated housing, health, and demographic data across all relevant council teams (housing, planning, public health, adult and children’s services), as evidenced by establishment of a single, regularly updated data platform accessible to all teams; Quarterly data refresh cycles and automated data-sharing protocols between departments; Annual audit demonstrating complete data integration and usage in key policy, commissioning, and resource allocation decisions; and Publication of at least one public-facing dashboard/report each year summarising key trends and outcomes. 

N. By March 2027, establish the Walsall Housing Taskforce (as the initial “One Council” housing governance group), with a planned transition to the Walsall Housing Strategic Partnership Board for ongoing delivery and multi-agency oversight. Report to Cabinet and the Partnership Board on progress, key risks, and partner engagement, aiming for at least 90% attendance from core agencies at each meeting. 

O. By March 2030, encourage an increase in the number of new homes in Council Tax Band D, helping maximise our Council Tax receipts which will support local services and attracting more external funding or investment to support capital projects. 

P. By March 2030, launch a live, public-facing housing delivery dashboard with quarterly updates on supply, affordable completions, retrofit, specialist units, homelessness, and partnership activity, and ensure all major delivery boards include representation from RPs, developers, health, ASC, children’s services, and voluntary sector. 

What change will this deliver 

Integration will deliver a step-change in how Walsall plans, delivers, and sustains regeneration and housing outcomes. By uniting data, partnerships, governance, and community insight, integration will: 

  • Reduce risk and uncertainty for partners and investors through coordinated delivery, robust data sharing, and transparent decision-making. 
  • Demonstrate professionalism and reliability, showing that “Walsall gets things done”, with clear accountability and streamlined processes across council services and partners. 
  • Highlight openness and collaboration as unique selling points, making Walsall stand out as a place where agencies, developers, and communities work together to achieve shared goals. 
  • Attract new delivery partners, investment, and community support, building confidence that resources are managed effectively and outcomes are delivered as promised. 
  • Position Walsall as a regional leader in partnership-based regeneration and housing, setting a benchmark for integrated working that accelerates delivery and maximises social value.