What could change—and how soon?
A suggested sequence for the bodies with the power to act. These are UK Facts proposals, not funded commitments or promises.
Reduce reliance on nightly-paid accommodation
Proposed lead: District housing service and housing providers
Start now
Confirm the new temporary units are open, safe and occupied; publish a monthly housing-pressure dashboard.
Next stage
Track affordable homes from permission to completion and identify stalled sites.
Longer term
Judge progress by suitable settled housing and repeat homelessness, not announcements.
Trade-offs, success measures and evidence
Trade-off: Leased buildings and new homes require money and suitable locations; avoiding nightly costs does not remove support needs.
Measure: Nightly-paid households, duration of stays and affordable completions.
No cost-benefit appraisal or guaranteed delivery date has been established. Timing depends on approvals, capacity and funding.
Annual Report 2025–26 ↗Council performance: first quarter 2026/27 ↗Match new homes with water capacity
Proposed lead: District planners, Southern Water and environmental regulators
Start now
Publish the applicable catchment and capacity condition for each major site.
Next stage
Track treatment works and developer contributions against occupation milestones.
Longer term
Assess actual water quality and reliable capacity alongside homes delivered.
Trade-offs, success measures and evidence
Trade-off: Delaying occupation can constrain housing supply; premature growth can worsen infrastructure pressure.
Measure: Operational capacity, conditions discharged and monitored water quality.
No cost-benefit appraisal or guaranteed delivery date has been established. Timing depends on approvals, capacity and funding.
Planning guidance and wastewater capacity ↗Target safety work by neighbourhood
Proposed lead: Sussex Police and the Community Safety Partnership
Start now
Review neighbourhood category trends alongside resident reports and police priorities.
Next stage
Evaluate targeted prevention and the city-centre order against a baseline.
Longer term
Track repeat harm and displacement into nearby streets.
Trade-offs, success measures and evidence
Trade-off: More reporting can raise recorded counts even when confidence improves. Enforcement should be assessed with support and prevention.
Measure: Like-for-like category counts, repeat incidents and resident experience.
No cost-benefit appraisal or guaranteed delivery date has been established. Timing depends on approvals, capacity and funding.
City-centre antisocial behaviour order ↗Community wardens ↗Make the regeneration programme easy to follow
Proposed lead: District council with county council, landowners and delivery partners
Start now
Give each project one owner, current stage and next decision.
Next stage
Publish contracts, spending and changes to scope alongside planned benefits.
Longer term
Measure local access, jobs and use after schemes open.
Trade-offs, success measures and evidence
Trade-off: Commercial negotiations may limit detail; explain omissions and publish what can be disclosed.
Measure: Verified milestones, expenditure and realised benefits.
No cost-benefit appraisal or guaranteed delivery date has been established. Timing depends on approvals, capacity and funding.
Annual Report 2025–26 ↗Corporate plan and performance ↗Show whether food-waste collection is working
Proposed lead: District waste service
Start now
Publish coverage and missed-collection information with the first complete quarter.
Next stage
Compare recycling and residual waste over equivalent seasons.
Longer term
Assess cost per household and sustained waste reduction.
Trade-offs, success measures and evidence
Trade-off: Participation and collection tonnage alone do not establish value for money.
Measure: Recycling share, residual tonnes, missed collections and cost.
No cost-benefit appraisal or guaranteed delivery date has been established. Timing depends on approvals, capacity and funding.
Annual Report 2025–26 ↗Council performance: first quarter 2026/27 ↗