Homes for Tomorrow: Shaping the Future Together

Executive Summary

Horsham District Council’s Housing and Homelessness Strategy, responds to a rapidly evolving national and local housing situation. Nationally, the sector continues to adapt to the impacts of Brexit, economic pressures, welfare reforms, and evolving Government priorities. New legislation such as the Social Housing (Regulation) Act (see Glossary) and Renters’ Rights Bill (see Glossary) are reshaping tenant rights, landlord responsibilities, and the role of councils in delivering affordable, sustainable homes. Meanwhile, the cost-of-living crisis, planning reforms, and increasing regulatory demands continue to affect housing delivery and affordability.

Locally, Horsham District faces acute housing affordability challenges. With average house prices and private rents among the highest in West Sussex, access to both home ownership and the private rented sector is increasingly out of reach for many. The Local Housing Allowance (LHA) (see Glossary)no longer reflects market realities, contributing to rising homelessness, housing register applications, and evictions. Supply constraints, including water neutrality requirements and delays to the Local Plan, have further slowed new affordable housing delivery particularly for larger and specialist homes.

Our Housing Register data highlights a growing mismatch between supply and demand, with overcrowding, medical needs, and homelessness as the main drivers of housing need. Meanwhile, homelessness approaches have remained high since the introduction of the Homelessness Reduction Act in 2018 (see Glossary), and although rough sleeping numbers have declined, prevention of homelessness remains a top priority.

To address these challenges, Horsham District Council has developed six clear strategic objectives:

1. Ain to reduce rough sleeping.
2. Aim to prevent all forms of homelessness through early intervention and partnership working.
3. Increase accommodation options and reduce reliance on temporary and B&B accommodation.
4. Maintain an accessible and fair housing register.
5. Empower residents to live independently in their homes.
6. Deliver the number and size of affordable homes that our communities need.

These objectives feed into a robust Action Plan. Throughannual reviews, we will ensure the strategy remains relevant, agile and data informed. Key performance indicators (KPIs) will be used to measure success and guide continuous improvement.

Delivery of the strategy will rely on strong partnerships with local housing providers, charities, support agencies, and statutory partners. With collaborative leadership and sustained investment, Horsham District Council is committed to ensuring that everyone regardless of income, background, or circumstance has access to a safe, secure, and affordable home.

National Housing Context

The national policy context for housing has undergone a period of unprecedented change, with developments over the past five years significantly reshaping both the supply of, and demand for, housing. The combined effects of the COVID-19 pandemic, welfare reform, and the UK’s departure from the European Union have altered migration patterns, labour markets, and economic stability, all of which have influenced housing demand. For Horsham District, this has translated into heightened affordability pressures, increased approaches from working households, and a more urgent need for affordable, adaptable, and energy-efficient homes.

A series of major legislative and policy initiatives are now driving transformation across the housing sector. The 2018 Social Housing Green Paper(see Glossary), set the principles for the future role of the social housing sector, focusing on safety, tenant voice, and community resilience. Building on this, the Social Housing (Regulation) Act (see Glossary), has introduced a new regulatory regime, strengthening consumer standards by putting tenant satisfaction at the centre and the Regulator’s ability to intervene where providers fall short. Welfare reform has also continued to influence household incomes and housing access, with changes to benefits and eligibility criteria creating additional pressures for low-income households.

The Government’s Affordable Homes Programme (AHP) (see Glossary) remains the principal mechanism for delivering subsidised housing, though delivery targets will need to respond to the Government’s emerging commitments. This will sit alongside a growing policy emphasis on sustainability, including national targets for improving home energy performance and accelerating retrofit programmes to meet net zero objectives.

Several high-profile Bills are set to reshape the planning and private rented sectors. The Levelling Up and Regeneration Act introduces reforms to local decision-making, infrastructure funding, and environmental standards, while also aligning with the English Devolution White Paper’s focus on empowering local areas to respond to regional challenges. The Renters’ Rights Bill will abolish “no fault” Section 21 evictions, shift to periodic tenancies (a rental agreement with no fixed end date, continuing on a weekly or monthly basis until either the landlord or tenant gives proper notice to end it), and strengthen rights for tenants, representing one of the most significant changes to the private rented market in decades.

Changes to the National Planning Policy Framework (NPPF) compel councils to meet new mandatory housing delivery targets, placing increased pressure on local authorities to balance growth with environmental and infrastructure considerations. These developments, when combined with wider economic trends and the cost-of-living crisis, are creating a more complex and demanding operating environment for housing delivery, requiring local strategies to be flexible, evidence-based, and closely aligned with both national priorities and local needs.

Local Housing Context and Challenges

Horsham District faces acute and growing housing pressures that are placing significant strain on residents, services, and the local economy. House prices remain among the highest in West Sussex. This sustained demand, driven in part by Horsham’s attractive location and quality of life, has made home ownership increasingly out of reach for many local households. Inflationary pressures and the ongoing cost of living have compounded affordability challenges, affecting both aspiring first-time buyers and existing homeowners.

The private rented sector is under intense pressure. Rents remain unaffordable for a significant proportion of residents, with LHA rates failing to match actual market rents, creating a substantial shortfall for low-income households. The availability of private rented accommodation is also shrinking due to some landlords exiting the market driven by increased regulation, tax changes, and rising costs reducing options for those who cannot access social housing or ownership. Landlords are increasingly selling properties, further reducing supply and increasing competition for the remaining stock. This lack of availability is especially acute for larger family homes and adapted properties suitable for people with disabilities, where supply remains extremely limited.

These housing challenges are having wider economic impacts. Local employers report difficulties attracting and retaining staff due to the lack of affordable housing in the district, which in turn affects business productivity and growth. The shortage of suitable homes also affects the ability of younger residents and working households to remain in the area, leading to changes in the district’s demographic profile and a potential loss of community vitality.

On the supply side, delivery of new housing, particularly affordable housing has been significantly affected by the requirement for water neutrality.  In October 2025, Natural England withdrew its recommendation that water neutrality must apply; nevertheless, given water neutrality was in place for four years, it has delayed several major developments. Whilst the ‘legacy’ impact of water neutrality means that new build completions remain below projected levels, we and our partners are pursuing alternative routes to increase delivery, including through the Horsham District Homes (see Glossary) programme and refurbishment and adaptation schemes with Saxon Weald. Notable recent successes include the delivery of high-quality housing at Turpitt Court, Horsham and Cobblers Court, Slinfold, with further schemes in the pipeline. However, delays to the Local Plan risk prolonging the housing shortfall, particularly for much-needed three-bedroom family homes and specialist adapted housing.

Demand for affordable housing continues to increase, and working with Registered Providers (RPs) remains a priority, including strengthening partnerships to support the delivery of new affordable rented homes.

Homelessness pressures are also increasing, driven by affordability issues and rising Private Rented Sector evictions. The Council’s Housing Options Team has undergone a restructure to strengthen prevention work, expand outreach capacity, and respond to new challenges, including approaches from asylum seekers and working families affected by the cost of living. Temporary accommodation (TA) use has been reduced compared to other areas through a combination of targeted prevention, move-on planning, and improved digital access, enabling residents to engage with services remotely.

Rough sleeping levels have been contained through proactive outreach, partnership working, and targeted funding. The “Everyone In” initiative during the pandemic enabled more individuals to be housed and supported, and ongoing work through the Rough Sleeping Initiative (RSI)(see Glossary) is sustaining progress. Dedicated roles are focused on prevention, rapid rehousing, and supporting individuals into sustainable tenancies.

These housing challenges do not exist in isolation. They intersect with wider priorities under the Joint Local Health and Wellbeing Strategy 2025 to 2030 (see Glossary), as well as national initiatives such as “Unleashing Rural Opportunity,”(see Glossary), which seeks to address the specific barriers faced by rural communities in accessing affordable housing. Moving forward, we will continue to gather up-to-date data on house prices, Local Housing Allowance (LHA) shortfalls, new build delivery, demographic shifts, and housing need, to ensure that strategic decisions are evidence-based and responsive to changing circumstances.

Local Strategic Context

The Housing Strategy has been developed to support the Council Plan (2023-2027).  It specifically supports the Supporting people and communities them, where one of the priorities is to improve access to affordable housing and community services. In doing so, the Strategy helps deliver the Council’s commitment to building stronger, more resilient communities and addressing inequalities in housing access. On the planning front, Policy 16 in the Horsham District Planning Framework has thresholds and targets for securing affordable housing in new developments, and it is expected that future revisions to local planning policies will build on this. By aligning our Housing Strategy with both corporate and planning commitments, we ensure that housing interventions are not standalone but form part of a coherent, strategically aligned programme for sustainable growth, inclusion, and community well-being.

The Changing Nature of Local Governance

The Government’s English Devolution White Paper (December 2024) (see Glossary) sets out proposals for the devolution of powers from Government to the regions. This will create a Mayoral Combined Authority covering East and West Sussex and Brighton and Hove. Alongside this, Local Government Reorganisation will replace the existing county and district model with one or more unitary councils by 2028. These changes will reshape how housing, planning, infrastructure, and funding decisions are made across Horsham District.

Impacts on Horsham District Over the Next Five Years

As governance and planning structures evolve across Sussex, Horsham District is likely to experience a range of changes. Key areas of impact include:

• Strategic Housing and Regional Planning Housing needs assessments, growth strategies, and infrastructure planning are expected to be increasingly coordinated at the Sussex-wide level. In this context, Horsham must actively champion its distinct local priorities such as rural affordable housing, accommodation for older residents, and community-led developments to ensure they are not overshadowed by broader regional agendas.
• Access to Devolved Investment The introduction of a Combined Authority model is anticipated to bring new funding streams for housing, regeneration, and infrastructure. This presents a valuable opportunity for Horsham to secure resources for affordable housing delivery, retrofitting initiatives, and enabling infrastructure. However, proactive engagement will be essential to prevent disproportionate investment in urban centres at the expense of rural communities.
• Local Governance and Community Voice Preserving mechanisms for meaningful local input will be critical. Residents should continue to have a say in shaping housing development, affordable housing provision, and community infrastructure, maintaining a strong democratic foundation.
• Navigating Transition Risks and Opportunities The reorganisation of responsibilities across planning, housing, and infrastructure may lead to more efficient processes and reduced duplication. Yet, the transition period could also bring uncertainty, project delays, and pressure on local capacity. Robust continuity planning will be vital to sustain progress and minimise disruption.
• Policy Fluidity and Strategic Flexibility With the Sussex Combined Authority projected to be established by 2027 and unitary authorities by 2028, Horsham’s housing strategy must remain agile. Building resilience into local plans will be key to adapting to shifting governance frameworks, funding mechanisms, and policy directions.

In summary, while the path ahead involves considerable change, it also opens the door to new possibilities. By engaging with emerging structures and advocating for its unique needs, Horsham District can position itself to benefit from integrated investment in housing, transport, and skills—ensuring its communities are not only represented but prioritised.

Evidence Base and Strategy Development

This strategy has been developed through a collaborative process. In July 2025, Horsham District Council hosted a Housing Summit, bringing together key partners including Registered Providers, developers, support agencies, and statutory bodies to discuss the District’s housing challenges and priorities. Ongoing engagement with these stakeholders has helped shape realistic, deliverable actions based on local capacity and shared ambition. The strategy builds on the successes and lessons learned from the previous strategy, acknowledging where delivery fell short and identifying opportunities for improvement. The evidence on data around house prices, private rents, income levels, housing supply, and demographic trends highlights the widening gap between local incomes and housing costs, and a reduction in available private rented homes. Together with major shifts in national policy, including planning reform and evolving social housing regulation, this context has shaped a strategy grounded in local reality, partnership working, and a clear commitment to tackling housing need across the District.

Horsham District Council’s Housing Register Demand and Nominations

There remains a continuing gap between the total number of households we are able to nominate to affordable housing each year. While annual nominations have remained relatively stable over the past five years, the number of nominations made has consistently fallen short of the number of households in need, with a shortfall averaging around 470 nominations each year. This gap reinforces the urgent need to increase the supply of affordable housing across Horsham District.

To meet the scale of demand and reduce pressure on the Housing Register, it is essential that we continue to prioritise the delivery of new affordable homes. An expanded programme of affordable housing development will support a higher number of nominations, ensuring that more households in housing need are offered suitable accommodation in a timely manner. Addressing this supply gap is critical to achieving our housing objectives and preventing long-term reliance on temporary or unsuitable housing.

Housing need in Horsham District

The main reasons people apply to the Housing Register are overcrowding, medical need or homelessness.

Analysis of the Housing Register data for Horsham District shows that 50% of applicants are seeking to move due to overcrowding. This represents the most significant category of housing need locally and clearly demonstrates a growing pressure on family-sized accommodation. In response, it is essential that we prioritise the delivery of larger affordable homes, particularly three and four-bedroom properties, through both new development and targeted use of existing stock.

Furthermore, we will seek to implement measures that encourage under-occupying households to downsize, thereby releasing larger properties for families in need. This approach is critical to making best use of the current housing stock and meeting identified needs more effectively.

In the period between 2021 and 2025, the demand profile on the Housing Register shifted. Where there was previously a high need for one- and two-bedroom homes, there is now an increasing requirement for larger units. This change is likely influenced by factors such as growing family sizes, affordability constraints in the private rented sector, and the rise of multigenerational households, particularly in the aftermath of the COVID-19 pandemic. These evolving trends underline the need for a more responsive and future-proofed approach to housing provision in the district.

Homeless Service Approaches

Since the Homeless Reduction Act came into force in 2018, the number of approaches to our homelessness team has remained relatively constant, with an annual average of around 1,554 cases. There was an increase in approaches during 2021/22 and 2022/23, peaking at nearly 1,600 cases. This rise is believed to be linked to the lifting of the COVID-19 eviction ban, which had temporarily protected tenants from losing their homes. As restrictions eased, the housing team experienced a surge in demand for support, highlighting the ongoing impact of the pandemic on housing stability.

In recent years, while the overall number of approaches has stabilised, the nature of housing need has changed considerably. Cases are becoming increasingly complex, with more households facing multiple and overlapping challenges such as affordability pressures, mental health issues, domestic abuse, and difficulties accessing suitable private rented accommodation. These complexities mean that resolving cases now takes longer and often requires more intensive and sustained intervention from housing officers.

Consequently, although headline numbers may suggest steady demand, the workload and pressure on housing teams have intensified. Officers are spending more time on each case, coordinating with other services and agencies to find sustainable housing solutions. In many instances, cases remain open for extended periods as outcomes are harder to achieve due to limited housing options, higher private rental costs, and the increasing vulnerability of those approaching the service. This shift reflects a broader trend across local authorities, where housing services are managing fewer but far more complex and time-consuming cases, underscoring the evolving and challenging landscape of housing need in the district.

Horsham District housing market

The data above highlights the significant affordability pressures facing residents in Horsham District. In May 2025, the average house price in Horsham reached £449,000 representing a 7.8% increase from £417,000 in May 2024. This rate of growth significantly exceeds the average increase in house prices across the South east of England, which stood at just 2.1% over the same period. Horsham District’s average house price also remains higher than both the West Sussex average (£436,000) and the national average (£298,237), placing home ownership increasingly out of reach for many local households.  The average salary in Horsham District in 2024 was £29,440, which highlights the challenge around housing costs.

In addition, average private rents in Horsham now stand at £1,411 per month - the highest in West Sussex and above the UK average of £1,344. These rising costs in both the home ownership and rental markets highlight a growing affordability gap for local people.

This reinforces the urgent need to deliver more affordable housing across the district. Without targeted intervention, many local residents, particularly younger people, and low- to moderate-income households, most of who will be working and contributing to local services and the economy will struggle to remain in the area. Prioritising affordable housing delivery is vital to support inclusive growth, retain a skilled local workforce, and enable residents to live and thrive within their own communities.

Funding and Delivery Mechanisms

Horsham District Council’s Housing and Homelessness services are funded through a combination of government grants and local contributions. Key funding sources include the Homelessness Reduction Act New Burdens Grant (see Glossary), the Rough Sleeping Initiative (RSI) the Affordable Homes Programme and Section 106 commuted sums (see Glossary).

However, most government funding is allocated annually, with no long-term guarantees. This uncertainty makes it challenging to commit to longer-term investment or strategic planning. As a result, we will remain proactive in bidding for additional funding opportunities and works in close partnership with other West Sussex local authorities and housing support organisations.

Funding for housing-related support has also seen notable change. West Sussex County Council halved its Housing Related Support budget from £4.6 million in 2019/20 to £2.3 million in 2020/21 following a review of the former Supporting People programme (see Glossary). This reduction led to renewed contracts with support providers and a shift in working relationships across District and Borough councils.

Strategic objectives

1. Aim to reduce rough sleeping.
2. Aim to prevent all forms of homelessness through early intervention and partnership working.
3. Increase accommodation options and reduce reliance on temporary and B&B accommodation.
4. Maintain an accessible and fair housing register.
5. Empower residents to live independently in their homes.
6. Deliver the number and size of affordable homes that our communities need.

Objectives

1. Aim to reduce rough sleeping

   What does this mean?
   Horsham District Council is committed to ensuring that no individual in our District is forced to sleep rough because they have no other viable option. While national policy aims to end rough sleeping entirely by 2027, we recognise that some individuals may still choose to sleep outside, even when support is offered. Our focus is therefore on removing the need to sleep rough ensuring that anyone who does not wish to be on the streets can quickly access safe, secure, and suitable accommodation, alongside tailored support to help them sustain it.

   Challenges to achieving this goal:

   • A continued gap between Local Housing Allowance rates and private rental costs, making many homes unaffordable.
   • Limited affordable housing for under-35s, who are often restricted to the shared Local Housing Allowance rate.
   • Complex personal circumstances, such as mental health conditions, substance misuse, and past trauma, which can make it difficult for individuals to engage with services and maintain accommodation.
   • A shortage of “move-on” and supported housing options to bridge the transition from emergency accommodation to long-term housing.

   What we have done and will continue to do:

   • Strengthened our homelessness prevention and relief services, ensuring a rapid response to anyone identified as sleeping rough.
   • Maintained annual rough sleeper counts to monitor trends and tailor our interventions.
   • Expanded partnerships with organisations such as Turning Tides to provide dedicated outreach, mental health support, and Housing First solutions.
   • Secured and utilised Rough Sleeper Initiative and related government funding to increase specialist support and accommodation options.
   • Continued delivery of a targeted Housing First service, offering wrap-around support to help individuals sustain tenancies and rebuild their lives.

   Over the 2026–2030 period, we will build on these foundations, focusing on prevention, early intervention, and cross-agency collaboration. Our aim is to ensure that anyone who finds themselves homeless is offered a safe place to stay and the support they need to move away from the streets permanently.

2. Aim to prevent all forms of homelessness through early intervention and partnership working

   What does this mean?
   By 2030, we want to stop homelessness before it starts. This means identifying risks early and stepping in with support before people reach crisis point whether they are at risk of eviction, sofa surfing, leaving institutional care, or facing financial hardship. It requires close collaboration with a wide range of partners from health and social care to landlords and community organisations to ensure no one slips through the net. Prevention also means empowering people with the tools, advice, and support needed to sustain their housing independently.

   Challenges to achieving this goal:

   • Rising rents and living costs continue to outpace wages and benefits, putting more households at risk of losing their homes.
   • A shortage of affordable housing and limited access to private rentals can delay move-on options and create blockages in the housing system.
   • Some individuals face complex personal circumstances including domestic abuse, debt, mental health needs, or learning disabilities which require tailored, joined-up support.
   • Gaps in communication between agencies can lead to missed opportunities for early intervention.

   What we have achieved and will build on:

   • Strengthened homelessness prevention through earlier identification of risk, co-locating housing staff in community spaces like libraries and the Job Centre, and improving signposting across services.
   • Delivered financial assistance schemes such as rent in advance and tenancy sustainment support to help people stay housed.
   • Worked with partners to develop a local duty to co-operate, streamlining referrals and ensuring agencies act quickly when someone is at risk.
   • Delivered housing advice, mediation, and outreach support tailored to young people, domestic abuse survivors, and those leaving institutional care.

   Looking ahead to 2030, we will strengthen our commitment by:

   • Embedding prevention at every stage from initial contact to post-settlement support across all services.
   • Developing multi-agency housing and wellbeing plans for those most at risk, including earlier support for prison leavers, care leavers, and hospital discharges.
   • Scaling up housing advice and support in schools, health services, and through digital channels, through the Council’s Housing and Welfare Group.
   • Expanding partnerships with voluntary sector organisations to improve access to debt advice, employment support, and community-based services.
   • Monitoring local housing pressures in real time to anticipate risk and respond with targeted, timely support.
   • Developed trusted relationships with local landlords and agents to increase access to private rented homes for vulnerable residents.

3. Increase accommodation options and reduce reliance on emergency accommodation

   What does this mean?
   We want to provide a greater range of affordable, sustainable housing options so that households in crisis do not have to rely on emergency accommodation, especially costly and unsuitable bed and breakfast placements. This means investing in a variety of housing solutions, from permanent affordable homes and supported housing to private rented options secured through landlord partnerships. Our aim is to reduce the length of time households spend in temporary accommodation, improve the quality of housing solutions offered, and ensure that every placement meets residents’ needs in terms of location, security, and suitability.

   Challenges to achieving this goal:

   • Limited availability of affordable homes across all tenures, particularly family-sized properties.
   • High private rental costs and increasing competition for properties, making it harder to secure long-term tenancies.
   • Ongoing reliance on Bed and Breakfast in emergency situations due to a lack of alternative short-term accommodation.
   • Constraints in funding and availability of land for developing new temporary or move-on accommodation.
   • The need to ensure any solution is tailored to the household’s support needs, not just their housing need.

   What we have achieved and will build on:

   • Secured additional temporary accommodation units through the use of commuted sums and partnerships with Registered Providers.
   • Collaborated with private landlords to increase access to the private rented sector via tenancy deposit loans, rent guarantees, and landlord engagement.
   • Reduced Bed and Breakfast placements for families and ensured that, where unavoidable, stays are kept as short as possible.
   • Supported the delivery of new affordable housing in partnership with the Planning Service and Registered Providers.
   • Strengthened pathways from temporary accommodation into settled housing, including support services to help households maintain their tenancy.

   Looking ahead to 2030, we will:

   • Deliver new temporary and move-on accommodation schemes within the district, designed to provide stability and minimise disruption to households.
   • Expand partnerships with landlords and property owners to secure a pipeline of private rented homes for households at risk of homelessness.
   • Prioritise the development of affordable and supported housing that meets identified local needs.
   • Continue to work proactively to keep Bed and Breakfast use to an absolute minimum, focusing on prevention and rapid rehousing approaches.

   By increasing the range and supply of accommodation, we can provide better outcomes for households in housing crisis, reduce costs, and ensure that fewer residents face the uncertainty of temporary or unsuitable housing.

4. Maintain an accessible and fair housing register

   What does this mean?
   Between 2026 and 2030, we will ensure our Housing Register is clear, fair, and accessible to all eligible residents with a housing need. This means making sure our Housing Allocations Policy is applied consistently, applicants are correctly assessed and banded, and homes are allocated in line with our criteria and agreed timeframes. The Housing Register is a critical tool for matching people to the right homes at the right time, and it must remain responsive to changes in housing need across the district.

   Challenges to achieving this goal:

   • Continued growth in the number of households on the Housing Register, driven by affordability pressures, limited private rental options, and wider economic factors.
   • Increasing demand for family-sized homes, adaptable properties, and accommodation that can support home working or flexible living.
   • Predicting future housing needs so that planned developments meet both current and long-term demand.
   • A potential shortfall in new affordable homes coming forward, which may result in longer waiting times for those in need.

   What we have achieved and will build on:

   • Implemented the Jigsaw housing system making it quicker and easier for residents to apply to join the Housing Register and update their details.
   • Maintained compliance with our Housing Nominations Policy, ensuring fair banding and eligibility decisions.
   • Improved shortlisting for vacancies in line with statutory and contractual timeframes and reduce the amount of time a property remains empty before being allocated.
   • Provided targeted housing demand reports to Registered Providers and developers to inform the delivery of homes that meet local needs.
   • Continued to honour our commitment under the Armed Forces Covenant awarding additional preference to eligible members of the armed forces community.

   Looking ahead to 2030, we will continue to improve the accessibility of the Housing Register through digital innovation, ensure our policies reflect changing housing needs, and strengthen our partnership working with Registered Providers and developers to match supply more effectively to demand.

5. Empower residents to live independently in their homes

   What does this mean? We want residents to be able to live safely, comfortably, and independently in their own homes for as long as it is right for them. Moving should not be the only option when life circumstances change. Through tailored support services, home adaptations, and proactive housing advice, we aim to ensure that people can remain in familiar surroundings and maintain their independence, even as their needs evolve.

   Challenges to achieving this goal:

   • Persistent affordability pressures, with many households facing a shortfall between LHA rates and actual rent.
   • A shortage of affordable housing that is adapted or easily adaptable for people with mobility or accessibility needs.
   • Gaps in local support services for residents with complex health, care, or social needs.
   • The difficulties some individuals face in managing their homes due to mental health challenges, neurocognitive disorders such as dementia, substance misuse, or previous traumatic experiences, making sustained independent living more challenging.

   What we have done and will continue to do:

   • Partnered with neighbouring councils, Southdown Housing, and Turning Tides to deliver the Pathways Home floating support service, providing personalised housing support to help residents sustain independent living and avoid homelessness.
   • Continued to offer financial assistance, including Disabled Facilities Grants, enabling vulnerable residents to make essential home adaptations so they can remain in their homes safely.
   • Worked with West Sussex County Council’s Occupational Therapy service to assess and deliver home improvements tailored to residents’ needs.Between 2026 and 2030, we will focus on expanding early intervention services, increasing the supply of accessible and adaptable homes, and strengthening partnerships with health, care, and voluntary sector organisations. Our aim is for every resident, regardless of age or circumstance, to have the opportunity to live independently in a safe, suitable, and sustainable home. We are also going to explore Homeshare a mutual beneficial scheme where older homeowners offer accommodation to younger people in exchange for a few hours of help.

6. Deliver the number and size of affordable homes that our communities need

   What does this mean?
   Between 2026 and 2030, we will work to ensure that the homes being built in Horsham District meet the diverse needs of our residents in both quantity and quality. This means not only delivering enough affordable homes each year but making sure they are the right size, in the right locations, and built to high standards of sustainability and design. We will continue to work closely with our Planning Service, Registered Providers, and developers to create well-designed homes that enable communities to thrive and for the homes to remain affordable for future generations.

   Challenges to achieving this goal:

   • Ongoing changes to national planning legislation, which may impact how and where affordable housing can be delivered.
   • Rising construction and land costs, which can make it harder for Registered Providers and developers to deliver affordable housing at scale.
   • Ensuring high-quality, sustainable design and community facilities are built into affordable housing without compromising viability.
   • Balancing the need for the right quantity of homes with the right mix of sizes and tenures both for current needs and to future-proof housing supply.
   • Limited availability of sites suitable for affordable housing, particularly in rural areas, despite opportunities such as Rural Exception Sites.

   What we have achieved and will build on:

   • Delivered over 780 affordable homes in the last five years.
   • Worked closely with the Planning Department to maximise the delivery of affordable housing.
   • Used Commuted Sums funding to enable additional affordable rented units and the delivery of social rented units on some sites.
   • Maintained strong, collaborative relationships with Registered Providers to bring forward appropriate and timely developments.
   • Ensure our rural communities can access affordable homes that meet local need.

   Looking ahead to 2030, our focus will be on securing land and investment for affordable housing, championing high environmental and design standards across all tenures, and ensuring that the homes we help deliver will meet the changing needs of our communities for decades to come.

   We have entered into a four-year partnership (April 2025- April 2029) with Action in Rural Sussex Community-Led Housing Team to promote and deliver rural affordable housing and Community Land Trusts.

Action Plan

We will review the Strategy annually to ensure we are responding to any changes in the national and local housing situation. The Action Plan sets out annual priorities, responsible leads, timescales, and outcomes. It will be reviewed and updated each year to reflect changing needs, funding, and policy development.

Objective: Prevention of homelessness

Objective: Reduce rough sleeping

Objective: Increase affordable housing supply

Objectives: Expand move-on options for young people

Objectives: Enable downsizing and housing register mobility

Objectives: Improve private rented sector (PRS) access and resilience

Objective: Horsham District Homes expansion

Objectives: Temporary accommodation

Monitoring and Review

Progress will be monitored quarterly through internal management performance reports and annually through a full update to the Council’s Senior Leadership Team, Cabinet Member and Performance and Scrutiny Committee. The annual review will assess delivery against objectives.  The Action Plan will be updated annually and reported to Cabinet for approval to ensure the strategy remains fit for purpose.

To ensure effective monitoring, the following key performance indicators (KPIs) will be tracked and reported annually alongside the Action Plan review. These KPIs will be benchmarked against previous years and regional/national data where applicable.

Glossary

Affordable Homes Programme (AHP)
The main Government funding scheme in England for delivering affordable housing, managed by Homes England and the Greater London Authority. It provides grants to housing associations, councils, and developers to support building affordable rented and shared ownership homes.
Gov.uk – Affordable Homes Programme

Armed Forces Covenant
A national commitment ensuring that members of the armed forces, veterans, and their families are not disadvantaged when accessing housing and public services. Local authorities often give additional housing priority to eligible applicants.
Armed Forces Covenant

Commuted Sums
Financial contributions paid by developers when it is not possible to deliver affordable housing on a development site. These funds are ring-fenced for investment in affordable housing elsewhere in the district.
Planning Advisory Service – Section 106 Agreements

COVID-19 Outbreak Mitigation Fund (COMF)
Funding provided to local authorities during the pandemic to support local outbreak management and mitigate risks, including measures to protect vulnerable households and support public health responses.
UK Health Security Agency – COVID-19 Contain Outbreak Management Fund

Devolution White Paper
Government policy paper setting out proposals for devolving powers, funding, and responsibilities to local areas, including housing, planning, and infrastructure. Intended to support “levelling up” by giving councils more control over local decision-making.
Government Devolution Policy – Gov.uk

Disabled Facilities Grants (DFGs)
Mandatory grants provided by local authorities to help disabled people adapt their homes to meet their needs, such as installing ramps, accessible bathrooms, or stairlifts. Funded by central government through the Better Care Fund.
Disabled Facilities Grants – Gov.uk

Home Office Full Dispersal Grant
Government funding provided to local authorities to support asylum seekers accommodated under the national dispersal scheme.

Homelessness Reduction Act – New Burdens Grant
Ring-fenced government funding provided to local authorities to help meet the additional costs of new duties introduced under the Homelessness Reduction Act 2017, such as prevention and relief activities.
Homelessness Reduction Act: New Burdens Funding – Gov.uk

Homelessness Reduction Act 2017
Legislation in England that places legal duties on councils to prevent homelessness and provide support earlier to people at risk, regardless of priority need.
Homelessness Reduction Act Guidance

Horsham District Homes
A council-owned housing delivery company established by Horsham District Council to directly provide new affordable homes within the district.

Housing First
A housing model that prioritises providing people experiencing homelessness with permanent housing quickly, alongside wrap-around support to help them sustain tenancies.
Homeless Link – Housing First

Jigsaw Housing System
An online housing management platform used by many councils to operate housing registers and allocations, enabling residents to apply for housing, update details, and track applications.
Jigsaw Homes Portal

Joint Local Health and Wellbeing Strategy (2025–2030)
A local health and wellbeing framework produced by West Sussex partners that sets out shared priorities for improving health, tackling inequalities, and supporting safe housing.

Levelling Up and Regeneration Act (previously Bill)
Major Government legislation reforming planning, infrastructure funding, and environmental standards, intended to support local growth and regeneration.
Levelling Up and Regeneration Act 2023

Local Housing Allowance (LHA)
The maximum housing benefit or Universal Credit housing element payable for private rented housing, based on local market rent levels and household size.
Local Housing Allowance rates

Local plan

A statutory policy document, prepared by the local planning authority, which sets out policies for making decisions on new development. These are very important when deciding planning applications. In Horsham, this is currently the Horsham District Local Plan, which was adopted in 2015.

National Planning Policy Framework (NPPF)
Government policy guidance setting out how councils should plan for and deliver housing, infrastructure, and sustainable development in England.
National Planning Policy Framework

Next Steps Accommodation Programme (NSAP)
A government programme launched in 2020 to provide immediate and longer-term housing solutions for people experiencing homelessness, particularly those housed under “Everyone In” during the COVID-19 pandemic.
Next Steps Accommodation Programme – Gov.uk

Pathways Home (Floating Support Service)
A locally commissioned service (delivered with partners such as Southdown Housing and Turning Tides) that provides tailored support to help residents sustain independent living and avoid homelessness.

Registered Provider (RP)
A housing association or council registered with the Regulator of Social Housing to provide affordable housing.
Regulator of Social Housing – Registered Providers

Renters’ Right Bill
National legislation reforming the private rented sector, including abolishing “no-fault” Section 21 evictions, introducing periodic tenancies, and strengthening tenant rights.
Gov.uk – Renters Right

Rough Sleeping Initiative (RSI)
Government funding programme to help councils reduce and end rough sleeping by supporting outreach, accommodation, and wrap-around services.

Social Housing (Regulation) Act 2023
Legislation strengthening the powers of the Regulator of Social Housing, introducing new consumer standards and tougher enforcement to improve the safety and quality of social housing.
Social Housing (Regulation) Act 2023

Social Housing Green Paper (2018)
A Government consultation paper that set out proposals to rebalance the relationship between residents and landlords, improve housing safety, and strengthen tenant voice.
A new deal for social housing – Green Paper https://assets.publishing.service.gov.uk/media/5b71a31840f0b61376d5e3d8/A_new_deal_for_social_housing_web_accessible.pdf

Supported Housing (Regulation) Framework
A national regulatory framework being introduced to improve the quality and oversight of supported housing, particularly short-term exempt accommodation. It sets out minimum standards for accommodation, care, and support provision.
🔗 Supported Housing (Regulatory Oversight) Act 2023

Supporting People Programme
A former national programme (2003–2011) that provided ring-fenced funding to local authorities to deliver housing-related support for vulnerable people, helping them live independently. Though the national programme has ended, its legacy continues through locally commissioned supported housing services.
Supporting People – House of Commons Library Briefing

Supporting People Programme
A national programme (2003–2011) that provided ring-fenced funding to local authorities for housing-related support services, aimed at helping vulnerable people live independently. Although the programme formally ended, many councils continue to commission services inspired by its principles.
Supporting People – House of Commons Library Briefing

Unleashing Rural Opportunity
A Government initiative to improve opportunities in rural areas, including access to affordable housing, infrastructure, and community support.
Unleashing Rural Opportunity Policy Paper