Walsall Borough Housing Strategy 2026 - Key achievements from the Housing Strategy 2020 – 2025

The Walsall Housing Strategy 2020–2025 was launched with a vision to create prospering, resilient communities where all housing needs are met in safe and healthy places, fostering a sense of belonging and cohesion. Over the past five years, Walsall Council has navigated significant external pressures—including the COVID-19 pandemic and rising cost of living—to deliver meaningful improvements across the borough’s housing market. This section summarises the key achievements and impacts realised during the strategy’s lifespan, referencing performance against the strategy’s objectives and key indicators.

Housing market overview

Walsall’s housing market has experienced a period of transformation and growth since 2020. The borough’s total residential stock reached approximately 118,600 dwellings in 2024, representing a net increase of 1,500 homes over five years. Affordable housing stock has increased slightly, with 28,274 affordable homes in 2024—accounting for roughly a quarter of all housing—up from 27,813 in 2021. The number of social housing lettings, which had previously been declining year on year, appears to have stabilised, with 1,468 general needs lettings recorded in 2023/24. At the same time, the housing market has seen a continued rise in prices, with the average house price increasing by 26% between 2018 and 2022 and reaching £211,715 as of April 2025. Rents have also risen but at a slightly slower rate than the West Midlands average, with the typical private rent in Walsall at £844 per month in June 2025.

Performance against key indicators

Walsall’s Housing Strategy was monitored through a comprehensive set of key performance indicators. The Council significantly exceeded its targets for apprenticeships, with over 200 construction apprenticeship starts and the successful delivery of 100 pre-employment traineeships. The target of securing at least 25% affordable housing on all applicable sites was achieved on 65% of developments; on the remaining sites, the level was reduced due to financial viability considerations as allowed by national policy. Energy efficiency has improved, with only 2.15% of properties registered as EPC Bands F or G in 2024, surpassing the annual threshold of 2.53%. The Council also improved 770 private rented properties through statutory enforcement, far exceeding the minimum target of 250.

Efforts to reduce long-term empty homes achieved a 5% reduction between 2020 and 2025, falling short of the 10% target but making notable progress with the most challenging properties: the number of homes empty for over 10 years reduced by 39%, from 59 to 36. Representation of Black, Asian, and minority ethnic (BAME) residents in formal consultation processes reached 33%, comfortably exceeding the 23% target. The Council more than doubled its annual property adaptation’s goal, completing between 489 and 573 Disability Facilities Grant (DFG) adaptations each year. However, demand for temporary accommodation increased significantly, with 1.35 households per 1,000 living in temporary accommodation as of June 2025, exceeding the target maximum of 0.9. Homelessness prevention outcomes—specifically those enabling residents to remain in their homes—were below the 50% target for most of the period but did reach this threshold in the final reported quarter (January–March 2025). The Housing First Programme supported 103 rough sleepers, surpassing its initial target of 80, and rough sleeping remains low, with only four individuals identified in the April 2025 count—all of whom were offered support.

Objective 1: Increasing housing supply and choice

A central aim of the strategy was to increase housing supply and choice, particularly in support of regeneration and community cohesion. The Council’s planning service has played a pivotal role, consistently exceeding national targets for the speed of decision-making and granting planning permission for 85% of applications. Several major development projects were completed, including Lockside—a 324-home community on a former brownfield site—and Wyrley View, a 263-home scheme at Goscote Lane. The Council also advanced its spatial planning through the endorsement of the Walsall Town Centre Masterplan and the Willenhall Framework Plan, identifying opportunity areas for future growth. There has been a 16% increase in homes in Council Tax Band D or above, responding to aspirations for higher-value housing and supporting council revenue. Additionally, the Council took robust action on empty properties, using Compulsory Purchase Orders to bring long-term vacant homes back into use and reducing the number of homes empty for over a decade by 39%.

Objective 2: Improving energy efficiency

Improving the energy efficiency of Walsall’s housing stock has been a cornerstone of the strategy. The Council secured approximately £24 million in funding for energy efficiency improvements since 2020, with over 7,500 households benefitting. In the private rented sector, pilot projects and enforcement of Minimum Energy Efficiency Standards led to improvements in approximately 1,000 properties, saving tenants an estimated £174,000 per year in energy costs. The proportion of homes with the lowest energy ratings (EPC Bands F and G) has been reduced to just 2.15% borough wide.

Objective 3: Improving housing conditions and tackling rogue landlords

Alongside energy efficiency, the Council has focused on raising housing standards and tackling rogue landlords. Funding was secured for a range of initiatives, including £250,000 for fire safety in high-rise buildings and £2.1 million to address damp and mould in social housing. Over the five-year period, statutory action improved conditions in 770 private rented homes, and £250,000 in fines were issued to non-compliant landlords. The Council extended mandatory HMO licensing to additional wards and introduced an Article 4 Direction to control future HMO growth, ensuring all new HMOs from October 2025 require planning permission.

Objective 4: Creating resilient and integrated communities

The Council has worked proactively to foster community resilience, integration, and inclusion. Funding has supported local foodbanks and the establishment of community shops offering affordable food and basics to residents in need. The Council also reviewed its Housing Allocations Policy with a focus on equality, securing strong representation from BAME communities in consultation exercises. Over the period, Walsall supported the integration and resettlement of 20 Syrian refugees, 232 Afghan arrivals, and 120 Ukrainians, learning valuable lessons in supporting new communities and tailoring services.

Objective 5: Promoting independent living, health, and wellbeing

Enabling independent living and supporting resident health and wellbeing have been central to the Council’s approach. The Council exceeded its annual target for housing adaptations, with an average of over 500 Disabled Facilities Grant (DFG) completions each year, mainly for stairlifts and level access showers. Strategic planning for future needs has been advanced with the publication of the Adult Social Care Market Position Statement 2025–2040 and ongoing development of the Housing with Care and Support Market Position Statement. Young people, care leavers, and foster carers have been prioritised in housing allocations, and supported accommodation services have been remodelled to provide greater flexibility.

Objective 6: Preventing and reducing homelessness

Homelessness prevention and response have remained a high priority. The Council increased its stock of temporary accommodation by purchasing and refurbishing additional properties and by registering as a Registered Provider to deliver these homes at affordable rents. While demand for temporary accommodation has risen significantly, the Council continues to invest in prevention services and support upstream interventions. The Housing First programme has successfully supported 103 rough sleepers, with 34 moving on to independent living, and rough sleeping remains low. The Council also redesigned domestic abuse services to better meet the needs of diverse households, including men and families with older children or pets.

Challenges and lessons learned

Some targets, such as the reduction in long-term empty homes and homelessness prevention through sustaining existing tenancies, proved challenging in the context of a rapidly changing housing market and rising demand. The delivery of affordable housing was constrained by site viability on some developments, and the increasing demand for temporary accommodation mirrors national trends. Nonetheless, the Council’s proactive, innovative responses and commitment to continuous improvement have laid strong foundations for the future.

Summary

Despite considerable challenges, the Walsall Housing Strategy 2020–2025 has delivered substantial improvements across the borough’s housing system. The achievements outlined in this report reflect the Council’s commitment to high-quality, inclusive, and sustainable housing for all residents. This strategy builds on the successes, ensuring that Walsall remains a place where communities thrive and everyone can access a safe, suitable, and affordable home.