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Social & Environmental Impact Report 2024/2025

Providing more than a roof for our people and more than a future for our planet.

More Than a Roof in action

For me, this year has reinforced that leadership isn’t about

A personal highlight for me this

constant motion; it’s about clarity.

year was running the Manchester

Setting high standards, standing

Marathon with four members

by our values, and ensuring

of the team, raising more than

that every decision – whether

£25,000 for our charity More

operational, cultural, or financial

Than a Roof. The partnership

– serves the people who rely on

between THN and the charity

us. I’ve seen our teams rise to

is already creating change –

challenges, make hard choices,

from funding life-enhancing

and hold the line on quality when

experiences to ensuring that

it mattered most. That, to me, is

go above and beyond

every single resident in Coventry

what progress looks like.

what is required or

essentials like a duvet, pillows,

expected of them on

but meaningful, underline that we

As we look to the year ahead,

provide not just accommodation,

our purpose remains clear:

but a place to feel safe and cared

to deliver more than a roof –

for.

creating stability, opportunity,

Our dedicated colleagues

receives a welcome pack with Looking ahead

and food. These gestures, simple

a regular basis.

and brighter futures. With that Partnership and gratitude

purpose comes responsibility: to grow sustainably, to strengthen

A year of impact

Stop and think about that number – every night representing

Marc Goodkind Managing Director

This year has once again

security, dignity, and the chance

reminded me why The Housing

for someone to begin rebuilding

Network plays its small but very

their life. That scale of human

important part. I remain so proud

impact is what drives us forward.

of the work our people do every single day and the difference it

The humanity behind the work

makes to thousands of individuals and families across the UK.

None of this would be possible without our teams. While we

Housing and human dignity

are commissioned to provide housing and support, it is their

Over the past twelve months,

compassion – stepping into the

we have provided safe

unknown behind each door,

accommodation to nearly 17,000

meeting people where they are,

residents across all our services.

and sometimes even saving lives – that defines The Housing Network.

This report captures only a

our partnerships with local

fraction of the impact our

authorities and landlords, and

people, partners, and residents

to keep our residents and social

have achieved together. To

impact at the heart of every

everyone who places their trust

decision.

in us – thank you. It is through partnership that we continue

We are not just increasing the

to innovate, grow, and deliver

scale of our housing provision;

housing with dignity at scale.

we are strengthening a network

of residents actively and positively engage with support services offered

62,400 hours of support given to residents across all services

27,453

support engagement sessions undertaken

96.2

average occupancy level

that stands for compassion, Personal reflection

high performance, and lasting change.

This has been a year of sharpening focus. The Housing Network has grown quickly, but more importantly, it has grown with purpose. We’ve become clearer about what we stand for – housing with dignity, partnerships built on trust, and being uncompromising in everything we do. 3

As part of our evolution, we have actively sought to focus on care, support and/or supervision and to move away from being simply a provider of accommodation.

Change at the heart of

Proudly recognised, always

To gain certification, we have

everything

purpose-driven

been through an independent,

Looking ahead

rigorous assessment across

I expect that THN will continue

When I reflect on the journey

The Housing Network

governance, community,

to change and evolve as an

that we have been on since our

(THN) has once again had

environment, and worker impact,

organisation. We are particularly

first Social and Environmental

a year where it delivered

and I am pleased that our

focusing on our Active

Impact Report in 2021/2, the one

outstanding social value

purpose and values have been

Opportunity Pathway (AOP)

overarching feature is that we are

and impact. It is tempting to

recognised and affirmed.

as we feel that providing high

an organsition that is in a state

champion specific initiatives or

of near constant change. We are

case studies (and indeed this

Our mission is at the heart of

support will have the greatest

changing the range of services

report does just that), but to do

everything

impact and will lead to more

we offer, we are changing the

so would seriously underplay

processes we operate, we are

the incredible work done by all

At THN, we’ve always understood

changing the stakeholders who

of our amazing workforce each

the importance of our mission

we partner with and we are

day. Beyond the examples set

and have always been an impact-

While becoming a B-Corp

changing the (high) expectations

out in this report, our dedicated

focused organisation - we believe

doesn’t change us, there is

we have of ourselves. Indeed the

colleagues go above and beyond

that the homes and support we

undoubtedly value in being

only “constant” change that I see

what is required or expected of

provide offer a foundation for

externally recognised so that a

is the constant determination and

them on a regular basis. I want

stability and recovery for those

range of stakeholders, including

focus on us changing the lives

to thank everyone in THN for

in very challenging situations,

our public authority partners,

of some of the most unseen and

their efforts - you really do make

especially for people navigating

landlords, and prospective

unsupported in our society. This

a huge positive difference to the

homelessness, leaving custody,

employees, can get a clear idea

remains our core purpose as an

lives of our residents.

or dealing with complex support

of the type of organisation we

needs. Nevertheless, it is pleasing

are.

organisation. Becoming a Certified B-Corp As part of our evolution, we

quality accommodation with

Gary Teper Managing Director

outstanding outcomes for the households we support.

to be formally recognised and to explicitly call out our commitment

Hopefully, this Social and

have actively sought to focus

I’m proud to share that we have

to social impact and the

Environmental Impact

on care, support and/or

officially become a Certified

environment.

Report adds to that, too.

supervision and to move away

B-Corp. B-Corp is a global

from being simply a provider

movement of companies that

of accommodation. This is not

not only recognise that business

because we don’t see the value

has an important part to play in

and need for safe, secure and

supporting social and

suitable accommodation, we do

environmental impact but

- but we realise that only through

actually does something

providing more than a roof and

about it.

focusing on the households in our accommodation can we make the type of impact we are seeking to 4

make.

Our Vision 7,900

When life is at its toughest, we believe everyone deserves a safe and stable place to rebuild their lives.

move-ins managed over a 12 month period

16,900

Our Mission We aim to fulfill our purpose as an organisation by providing;

Better Better Accommodation Support Better Partnerships

Better Business

Total number of individuals housed

Innovative

Respectful

We work hard to deliver

We believe that by treating

innovative solutions that help

everyone with respect, we can

people move on to a better life.

support our colleagues, partners

We listen to our colleagues and

and residents better. Only

value their opinions to constantly

through valued and confident

innovate better solutions.

colleagues can we support those who need it most.

Dynamic

Kind

We are people and solution

It sounds like a simple word but

focused. People are more

it is the heart of all we do. We

important than processes and if

believe that people thrive in a

we need to change something to

culture of kindness and so we are

get the best outcome, we will. We

kind to our residents, ourselves

are agile and quick to respond.

and each other.

Dependable We develop and foster long term relationships built on honesty and dependability; to deliver the best possible outcomes for our colleagues, partners and

Our Values We believe our values should reflect in our behaviour towards our colleagues, partners and residents while we work to achieve our Strategy 2024>29. These values are shown opposite. 6

residents. We will be clear about

Innovative Dynamic

what we will deliver and do what we promise.

Dependable Respectful Kind

PART 2

Homelessness: The Missing Piece Our Strategy 2024 29 will see us work effectively as a team to deliver 10,000 units of safe and inspiring accommodation into 75% of Local Authority areas across the UK.

Our commitment to help end homelessness across the UK. At The Housing Network, our

Ending homelessness is possible,

mission is to create lasting

but it requires community-

solutions to end homelessness

driven solutions, compassion,

across the UK. National statistics

and resources. Programmes

show that over 270,000 people

like our Seen & Heard initiative

in England were recorded

and partnerships with charities

as homeless in 2023, either

empower individuals to

sleeping rough or in inadequate

rebuild their lives and regain

accommodation.

independence. By working together, we’re building a future

This figure highlights the urgent

where everyone has a place to

need for action to tackle this

call home.

growing crisis and serves as a stark reminder of the work that

By investing in solutions that

still needs to be done to ensure

address both immediate needs

everyone has a safe, stable place

and long-term stability, we

to call home.

believe we can reduce and

2,807 properties in active use

110

local authorities are actively working with us

ultimately end rough sleeping Our approach focuses on not only

across the UK.

providing shelter but also offering tailored support for mental

Together, with community

health, substance misuse, and

support, compassionate

employment opportunities to help

programmes, and strong

individuals regain stability and

partnerships, we’re moving closer

independence.

to a future where no one has to be homeless or sleep rough.

The Housing Network Becomes a Certified B-Corp The Housing Network is proud to be a Certified B-Corp, reflecting our commitment to social and environmental responsibility, transparency, and accountability. Purpose at the heart of what

Key focus areas include:

we do

•

Energy efficiency and sustainability in our

B-Corp certification follows a rigorous assessment of how

properties •

we operate, from governance

Waste reduction and recycling

and staff welfare to community impact and environmental

•

Responsible renovations and eco-friendly practices

stewardship. •

Resident and landlord

Embedding impact in

guidance for sustainable

every area

living

Certification has helped us

Impact across the UK

embed purpose into our governance and operations,

We manage over 1,500 units

ensuring we consider the

across more than 65 local

welfare of residents, staff, and

authorities, offering support

partners.

to people facing housing instability. Our strategy, “Homelessness: The Missing Piece”, aims to deliver 10,000 safe and inspiring homes by 2029, focusing on Better Accommodation, Better Support, Better Partnership, and Better Business.

Awards and accreditations

transparency, and responsible growth. As part of a global

Our mission-led approach is

movement of over 2,500 UK

recognised through awards and

other B-Corp organisations,

accreditations, including:

we are shaping a future where housing is ethical, inclusive, and

•

Purpose Before Profit Award,

impactful.

Lloyd’s Bank • •

•

Highly Commended Growth

In short:

Business of the Year

B-Corp status affirms that The

Southern Enterprise Awards

Housing Network is delivering

– Best Person-Centric Housing

homes with purpose, dignity, and

Support Company 2023

lasting social and environmental

Accreditations with Mindful

impact.

Employer, Disability Confident, NRLA, Armed Forces Covenant, and Property Redress Scheme Looking forward B-Corp status is more than recognition, it’s a commitment to continuous improvement,

Becoming a B-Corp reflects our belief that housing is about more than bricks and mortar, it’s about delivering homes with dignity and support so people can rebuild their lives. 11

Our Timeline May

March

November

April

Moved to

First supported contract:

Our first Social Impact

Awarded four new

Capability Green

Coventry County Council

Report is produced

CAS3 regions

2015

2020

2022

2023

October

April

February

250+ self-

Awarded a CAS3

Carbon Reduction

contained

vanguard contract

plan started

2018

2021

November

2023

Winner in Lloyds Bank British Business

properties housing

Excellence Awards

500 people

January

September

August

January

More Than a

Our first AOP

More than a Voice

THN turns 10, housing

Roof charity was

scheme in Leicester

was launched

4,500+ people per

2025

2024

night and counting

launched

February

April

July

AOP Breathe

£25k raised from

B-Corp

Wolverhampton

2025 Manchester

certification

launched

Marathon

awarded

2025

To be continued...

84%

MOJ: Satisfaction

Aim for

10,000

said they were satisfied with the service provided

safe and inspiring homes by

2029

7,900

500 MTaR

+6,000

MOJ people housed

hampers for Christmas

move-ins managed over a 12 month period

16,900 total number of individuals housed

MOJ: 30% residents achieving

84 nights

27%

without reoffending and moving on to settled accommodation

2/3rds of adults without accommodation reoffend within a year

of homeless adults have care experience.

2,807

properties in active use

71 110 62,400 %

of residents actively and positively engage with support services offered

local authorities are actively working with us

hours of support given to residents across all services

1,150 9%

Less than

bed spaces were provided by The Housing Network for ex-offenders

27,453

support engagement sessions undertaken

96.2

unexpected move-outs

£18b is spent on the social and economic impact of reoffending in England & Wales

average occupancy level 15

Working Alongside More Than a Roof 2024/25 Initiatives Our partnership with, the

Network worked side by side

— small things that mean everything on a

Running side by side, seeing residents and

independent charity, More Than

with volunteers from the National

first night in a new place. The funding will be

partners cheering from the sidelines, was a

a Roof, continues to be one of the

Highways Agency to make this

split evenly across 2025 and 2026, ensuring

reminder of the power of community — and

most meaningful parts of what

possible.

the impact continues well beyond the grant

how much can be achieved when purpose

itself.

and people align.

B&Q Foundation grant

Looking forward

we do. It allows us to go beyond what we are commissioned

It wasn’t just about the food

for — offering dignity, comfort,

or the presents — it was about

and hope at some of the hardest

restoring a sense of normality,

moments in people’s lives.

letting families know they hadn’t

A £5,000 grant from the B&Q Foundation

The initiatives we’ve delivered together are

What began as a simple idea

been forgotten. For many, it was

allowed us to provide residents with soft

just the beginning. More Than a Roof will

within our team has grown into

the first time in years they had

furnishings and bedding, working with our

continue to expand its reach through small,

something deeply embedded

received something simply given

partners at Everything Boxed. They went

tangible actions that change lives: more

in how we work — supported

with care.

above and beyond, adding extra items to

experience grants, more welcome packs,

every pack. It’s the kind of generosity that

and more opportunities for people to feel

turns an empty room into a space someone

part of something positive again.

by volunteers, strengthened by partners, and guided by the

Comic Relief funding

can begin to call home.

belief that everyone deserves to feel seen, supported, and

In partnership with More Than

respected.

a Roof and The Community

Our partnership with the independent Fundraising marathons

Shop in Leicester, we secured Christmas hampers

enough. When we go beyond what we are

£60,000 of Comic Relief

This year, our MD, Marc Goodkind along

commissioned for, we offer something that

funding to create welcome packs

with Mark Turner, Emma Maggott, Michael

can’t be measured in contracts — dignity,

Over the festive season, 1,000

for families moving into new

Evans and Katie Morgan all took on

hope, and the belief that every person

hampers filled with food and

accommodation.

the Manchester Marathon, raising over

deserves more than a roof.

gifts were hand-packed and

charity shows that housing alone is never

£25,000 for More Than a Roof.

delivered to families in temporary

Each pack includes food for the

accommodation across the

first night, breakfast for children,

The money matters, of course, but what it

country. Staff from The Housing

and ingredients for a warm meal

represented mattered even more: a shared belief in what More Than a Roof stands for.

The team at The Housing Network Grow, evolve and deliver At The Housing Network, our greatest

consistency of our services. Collaboration

strength lies in our people. From our

is at the heart of everything we do, with

dedicated frontline support workers to our

partners, local authorities, and residents all

passionate leadership and operational

working side by side to deliver housing with

teams, every colleague plays a vital role in

dignity, compassion, and impact.

helping residents rebuild their lives and look to the future with hope and confidence.

This report captures only a fraction of the achievements made possible through the

Over the past year, our team has grown

hard work, empathy, and innovation of

from 202 colleagues in 2024 to 265

our colleagues, partners, and residents. To

in 2025, reflecting both our continued

everyone who places their trust in us, thank

expansion and the increasing demand for

you. It is through this shared commitment

safe, supportive housing. This growth allows

that we continue to grow, evolve, and

us to reach more people, strengthen our

deliver more than a roof to those who

partnerships, and enhance the quality and

need it most.

Our Accreditations Our accreditations reflect our deep commitment to inclusivity, fairness, and high standards across all aspects of our work. Our Accreditations

health is supported, celebrated,

Our accreditations include:

and never an afterthought. At The Housing Network, our accreditations prove that we

Living Wage Employer

don’t just talk about doing

Disability Confident Employer

National Residential Landlords

the right thing, we put it into

Fair pay is non-negotiable. We

practice. They highlight our

ensure that every colleague

commitment to fairness,

earns a wage they can live on,

inclusivity, and ethical, people-

not just survive.

approach. This accreditation

As part of the NRLA, we commit

shows we’re committed

to upholding professional

Mindful Employer

to creating accessible

standards and providing safe,

opportunities and building

high-quality housing.

We take positive steps to reduce

a workforce that reflects

first housing solutions. B-Corp Certified We’re proud to meet some of

stigma around mental health,

the toughest global standards

promote understanding, and

for social and environmental

provide resources to support

impact. Being a B-Corp means

colleagues.

with profit and put people at the

Cyber Essentials Certified Transparency and fairness ensures tenants have access

certification ensures our systems

to independent resolution if

We’re committed to supporting

are safe and that sensitive

problems arise.

Charter

of life, ensuring that menopause is recognised, talked about, and

workplace culture where mental

Member

partners is a top priority. This

colleagues through every stage

real leadership in creating a

Property Redress Scheme

Menopause Friendly Employer

Gold Member, Mental Health

As a Gold Member, we show

everyone.

are vital. This membership

heart of every decision.

Mental wellbeing matters.

Association Member Inclusivity is central to our

Protecting residents and

we always balance purpose

understood.

Our accreditations include:

information stays secure. Together, these accreditations Armed Forces Covenant

are more than badges or logos,

Supporter

they’re proof of the values we live by: fairness, respect,

We’re proud to support

accountability, and people-

those who serve our country,

first housing that makes a real

recognising their contribution

difference.

and offering fair opportunities 20

to veterans and their families.

Regional reach, national impact THN delivers CAS3 across five regions, East of England, East Midlands, West Midlands, South Central, and South West, with a mix of self-contained and shared units. The programme provides more than 1,350 bed-spaces nationally, supporting thousands of individuals each year.

Bridging the gap: How The Housing Network supports people leaving custody

2/3rds of adults without accommodation reoffend within a year

Between April 2024 and March 2025, CAS3 accommodated over 12,000 people leaving custody, giving them the stability needed to plan the next steps in their lives. Around 30% of residents who completed 84 nights were able to move into settled accommodation, and many were able to rebuild connections, access work or training, and regain independence. Reducing reoffending, strengthening communities A core objective of CAS3 is to reduce reoffending. By providing a safe, supported environment immediately post-release, THN helps prevent a return to custody. This has multiple ripple effects:

Every year, thousands of people leave prison across

•

England and Wales. For many, the transition back into the community is challenging. Without a safe, stable place to live, the risk of reoffending rises, and lives that could be rebuilt are instead destabilised. That’s where The Housing Network (THN) steps in, working in partnership with the Ministry of Justice (MoJ), we provide critical accommodation and support services for people leaving custody. A safe place to start again

£18b is spent on the social and economic impact of reoffending in England & Wales

released from prison without a roof over their head.

Specialist Supported Housing Officers (SSHO) provide tailored support for residents. Weekly visits ensure compliance with licence and/or bail conditions, support regarding problems and practical support helps residents manage finances, access benefits, and connect with local

social care. •

Improved community safety, as residents transition successfully into society.

THN’s approach goes beyond housing. Residents also access mentoring, workshops, life skills development, and employability support, alongside practical help with food, benefits, and wellbeing. This holistic approach

Justice. Together, we provide a coordinated response to the challenges of

designed to help adults leaving custody rebuild stable

From the moment someone enters a CAS3 property, THN

Cost savings for public services, including prisons, probation, courts, and

THN’s work is made possible through a close partnership with the Ministry of

CAS3 is a specialist transitional accommodation service

services, creating a structured pathway to independence.

•

Partnership with the Ministry of Justice

3 (CAS3) programme, THN ensures that people are not

mentoring, rehabilitation activities, and wrap-around

and support.

ensures that individuals are not just housed, but empowered to succeed.

Through the Community Accommodation Service Tier

lives. Residents are supported with temporary housing,

Better outcomes for individuals and families, who benefit from stability

post-release life. The MoJ provides oversight and guidance, ensuring that

1,150 bed spaces were provided by the Housing Network for ex-offenders

CAS3 meets the needs of residents, while THN brings its extensive housing expertise, frontline support, and commitment to social impact. This partnership exemplifies how public and third-sector collaboration can deliver lasting change, supporting people to leave custody with dignity, skills, and a clear path to a stable future.

services.

Why it matters For the individuals who enter CAS3, THN represents more than a roof, it is a bridge to a new life. For communities, it means safer streets, fewer people returning to prison, and stronger local networks. And for the justice system, it demonstrates how investment in housing and support can reduce reoffending and generate tangible cost savings. By combining compassion, expertise, and rigorous support, The Housing Network and the Ministry of Justice are making a real difference in the lives of thousands, showing that everyone leaving custody deserves not just a second chance, but the tools to make it work. Looking ahead: Future aspirations The Housing Network (THN) is driving growth and

Shelley’s Story

innovation in CAS3 with the Ministry of Justice. Following a 10% uplift from the MoJ, THN is on track to reach 1,350 bed spaces, while expanding support through partners like NACRO, YMCA, and local authorities. By offering

A journey of kindness and recovery

mentoring, workshops, and access to community services, THN empowers residents, helping them rebuild stability,

After her release from prison

Women’s Centre, and securing

find employment, and secure settled housing. Through

into the CAS3 programme,

a referral to First Housing for

these efforts, THN aims to reduce reoffending, strengthen

communication gaps between

supported accommodation. We

communities, and create lasting impact for people

services left Shelley waiting

also provided regular emotional

transitioning from custody.

outside her property for over

and crisis support, helped her

three hours, distressed and

leave a harmful relationship,

without support.

and encouraged her to develop life skills and engage with

Shelley faced complex

community services.

challenges, including

“I couldn’t be prouder of our staff; they truly are our strongest asset. Their dedication underpins

As a result, Shelley reconnected

dependency, a history of

with health services, attended

abuse, poor mental health,

rehabilitation appointments,

and difficulty engaging with

began her supported housing

services, which made her highly

journey, and benefitted from

vulnerable to reoffending.

safer probation arrangements. She now shows improved

Adopting a trauma-informed

stability, confidence, and trust in

everything we deliver with the MoJ. I’m looking

and compassionate approach,

accessing support.

forward to seeing the service continue to grow and

Kindness, our team supported

Shelley’s journey demonstrates

Shelley by registering her with

the power of trauma-informed

set the standard for exceptional support.”

a GP, dentist, and medication

care and the impact of kindness

services, referring her to Stars

in helping people rebuild their

for rehabilitation, arranging

lives with dignity, stability, and

safer probation meetings at the

hope.

Jonathan Vellocott, Director of Specialist Services 24

homelessness, substance

reflecting THN’s value of

What is the Active Opportunities Pathway (AOP)? It’s designed to support people experiencing severe and multiple disadvantages, helping some of the most vulnerable members of our communities move out of crisis and into stability. Our pathway brings together four unique services, creating a seamless journey of integrated accommodation and flexible support. This means residents can access the right level of help, stepping up or down as life changes, without losing stability. Every household receives personalised, personcentred support that truly reflects their needs and aspirations.

Active Opportunities Pathway (AOP)

Through focused interventions, our dedicated Complex Needs Specialists empower people to rebuild their lives, improve their health and wellbeing, and move towards a more secure future. In partnership with YMCA North Tyneside, The Housing Network ensures the AOP is delivered with compassion; while remaining safe, compliant, and fully accountable.

From homelessness to hope

Every aspect of the service, from rent and safety to quality, transparency, and governance is aligned with Social Housing

When life becomes overwhelming, shaped

These are enablement services, providing

by homelessness and past trauma, what’s

safe, supportive, psychologically informed

often missing is hope, stability and a clear

accommodation for people with complex

and connected path forward.

needs and facing homelessness. It delivers more than just a roof, offering a stable

The Housing Network’s Active Opportunities

home for recovery through a trauma-

Pathway (AOP) has been created to change

informed and strength-based approach that

that.

empowers people to achieve independence while improving housing, health, and

The AOP is a compassionate, structured journey that helps people rebuild their lives with dignity, purpose, and support.

wellbeing outcomes.

Regulatory Standards. This means that the residents we support can have confidence in

27% of homeless adults have care experience

a service built on security, dignity, and trust.

Our experienced Complex Needs Specialists work alongside residents, using strength based and trauma-informed approaches to co-produce support plans. Each plan is personalised and structured to measure progress against the following 10 outcomes – focused on guiding residents towards a growth and independence.

9% Less than

Outcome-focused support

positive and gradual journey of personal 26

1. Managing tenancy/ accommodation 2. Self-care and living skills 3. Managing money, employment and training 4. Relationships and social needs 5. Drug and alcohol use 6. Physical health and wellbeing 7. Emotional and mental health 8. Activities and community participation 9. Living within the law 10. Dreams and aspirations

The average life expectancy among homeless men is

unplanned move-outs

years. 27

The core areas are:

1. Safe & Sound

2. Seen & Heard

Direct access providing an immediate response for highly vulnerable single people exiting

For vulnerable single people beginning their journey toward stability. Our micro hostel

rough sleeping. The Triage service offers safe accommodation and tailored support from day one.

offers a safe, nurturing environment with 24/7 holistic support. Here, residents are supported by our Complex Needs Specialists to explore harm-reduction strategies, build resilience, and overcome personal barriers at their own pace.

Mark’s Story

Jonathan’s Story

Finding stability: Mark’s path to a brighter future.

From rough sleeping to rebuilding his life. After eight traumatic months on the streets, Jonathan found safety, stability, and hope. Our Complex Needs Specialists developed personalised strategies, and harm-reduction interventions to enable Jonathan to recognise his strengths and make safe choices. This collaborative approach enhanced Jonathan’s self-esteem. Working with local partner agencies in Leicester Jonathan has regained his confidence, health, and sense of purpose. He’s even helped build a bench for fellow residents, a small

The Housing Network has taken me to the next level… I’m starting to feel good about myself. I’m rebuilding relationships with my family, which means the world to me.

Mark was homeless and sleeping rough. Life felt uncertain and isolating, and he struggled with feelings of vulnerability and low selfworth. Through personalised support and tailored interventions, Mark began to regain a sense of stability and hope. Over time, he noticed meaningful

“It felt really good to help. I felt rewarded.”

just help me find a place to stay – it helped me believe in myself again.

changes:

Mark’s journey reflects what AOP

•

crisis to stability, from isolation to

Growing confidence – taking small steps toward independence.

•

Improved mental health – feeling

aims to achieve: moving from connection, and from uncertainty to hope.

more resilient and supported.

act with a big impact. Jonathan was proud of the work, and rightly so.

The programme didn’t

•

A renewed sense of self-worth – rediscovering hope for the future.

3. Live & Grow

4. Breathe

Dispersed shared housing for those moving on from homelessness, being supported to

Supported housing for vulnerable families with a history of repeat homelessness.

develop life-skills necessary to live independently, preparing to move on in a planned way to permanent accommodations.

Charlie’s Story

Angela’s Story After a relationship breakdown, Angela became homeless and moved between Scotland and her home city of Coventry.

Rebuilding confidence and family connections. After returning to the community following time in prison, Charlie was focused on rebuilding his confidence and reconnecting with his family, including his seven children and new

Now back in Coventry, Angela is rebuilding her relationships with her family. Our Complex Needs Specialists helped identify what mattered to Angela the most. Angela enjoyed art and also missed her family. Through regular talking therapy, Angela felt confident to participate in an art project where she reignited her love for creativity. When she first heard about the art project from her Complex Needs Specialist, she knew it was exactly what she wanted to do. The project has given her a chance to focus, quieten her mind, and contribute to something meaningful for others.

The support workers at THN have been great

grandchild. He wanted a stable home for himself and his daughter and support to feel ready for independent living. Charlie found it hard to build trust, however his Complex Needs

– lots of interaction and

Specialist showed dignity and respect

really helpful.

took time but gradually Charlie

Her commitment and enthusiasm shone through, leading her to step forward and volunteer as the project lead. “This role has given me a sense of purpose and a reason to get out of the house.”

which made Charlie feel safe. This shared what mattered most to him. Together, they worked on budgeting, setting up bills, and building routines that helped him feel more secure. Regular emotional support made a big difference, especially while he was dealing with distressing online harassment that had affected his wellbeing.

The support helped me feel stronger and more confident about what comes next. Charlie was supported to challenge the false claims and move forward with more peace of mind. As his confidence grew, Charlie felt motivated to help with his son’s business and began looking ahead with a more positive outlook. He has now moved into private rented accommodation with his daughter and shared that he feels hopeful, settled, and ready for the future.

Resident voice and engagement AOP doesn’t just deliver services; it also listens. Through our dedicated co-production group, “More than a Voice”, residents with lived experience are offered opportunities to share feedback and help shape how services are delivered. The Group has developed several initiatives such as co-designing indoor and outdoor communal spaces, community walking groups and group cooking sessions.

Co-designed therapy room: Art Escape, an inclusive space In partnership with Sam D’Cruze, Founder

Their ideas were presented to More Than a

of the Child Of Project, residents in Coventry

Roof (see page 16), resulting in a successful

were invited to co-design a new therapy

grant to fund the project.

room—putting their voices at the heart of the project. The goal was simple yet

This initiative has strengthened trust

powerful: to create a space that feels safe,

between THN and residents, showcasing

welcoming, and inclusive, shaped by those

the true value of co-production. Today, the

who will use it.

therapy room has been transformed into ‘Art Escape’— an inclusive space where

Residents shared what makes them feel

residents feel ownership, safety, and

comfortable in therapeutic settings, from

connection.

layout and lighting to colour and artwork.

The project has already strengthened trust between THN and residents, demonstrating the value of co-production.

Scan me to watch the art project take shape!

households and 169,000 children

Total direct cost to the Local

living in those circumstances, this

Authority of only £572k per

results in much poorer long-term

annum after subsidy recovery.

outcomes and potential trauma.

Tackling Subsidy Loss: An Alternative Outcome -Focussed Approach Co-producing solutions that assure best-value and improve housing, health & wellbeing outcomes

740 x £60 x 365

at 46% non-subsidy

£7.45 million.

Working together with our Local

Example:

Authority Partners and not-for-

Working closely with one

profit Registered Provider partner,

Local Authority to co-design a

we have co-produced a range

supported housing solution for

of innovative Supported Housing

vulnerable homeless families. The

schemes to help address unmet

scheme sees 160+ two / three-

local need – reducing subsidy

bedroom properties held on lease

loss significantly for those Local

by our not-for-profit Registered

Authorities – whilst simultaneously

Provider partner. With THN

improving housing, health &

then providing all Care, Support

wellbeing outcomes for single

& Supervision and Housing

people, families and children

management to those households

within those schemes.

on behalf of the Registered Provider. The local authority then

Our Active Opportunities Pathway

has to meet only the ineligible

(AOP) model includes 4 core

Personal Support costs directly,

service areas: Safe & Sound,

assuring significant subsidy loss

Seen & Heard, Live & Grow

savings compared to traditional

and Breathe. All of which is fully

‘nightly paid’ alternatives.

compliant with the requirements of the Supported Housing

We are currently delivering/

(Regulatory Oversight) Act 2023,

mobilising 740 units of co-

Supported Housing: National

designed Active Opportunities

Statement of Expectations and

Pathway solutions, for

Income Related (Subsidy to

single people and families

The cost of Temporary

Authorities) 1998 legislation –

who are homeless, have a

Accommodation across England

assuring our Local Authority

history of homelessness and

in 2024/25 was £2.8 billion**, of

Partners of 100% subsidy recovery

are experiencing multiple-

which only approximately 54% was

of all Housing Benefit eligible

disadvantage. Overall subsidy

recoverable by Local Authorities via

costs.

loss savings for those Local

subsidy from Central Government,

Authority Partners are forecast

Leaving the 317 Local Authorities in

Example:

to be far in excess of £7 million,

England to meet the potential £1.28

Working closely with one Local

when compared to traditional

billion shortfall. That’s an average

Authority, we co-designed a

‘nightly paid’ Temporary

Subsidy Loss of £3.34 million per

Live & Grow scheme for 200

Accommodation solutions.

Local Authority area.

vulnerable single people with high-complex needs and a

Within those figures, approximately

history of repeat homelessness

£1 billion of cost is attributed

/ rough-sleeping. The scheme

to ‘nightly paid’ Temporary

provides a range of dispersed

Accommodation**, such as B&B

accommodation solutions, and

and hotels. With no clear funding

each resident receives 4 hours of

mechanism to meet the support

person-centric/trauma-informed

needs of the approximately 131,000

support work per week.

** Bill for homeless accommodation soars by 25%, hitting £2.8 bn - Shelter England ~~ https://www.gov.uk/government/ statistics/statutory-homelessness-inengland-january-to-march-2025/ statutory-homelessness-in-englandjanuary-to-march-2025?utm

Our Regions

Michael’s Story

When my wife passed away, my world unravelled.

At 84, Michael has lived a life filled with courage and resilience.

We’ve worked with over 110 local authorities across: East of England London South East South West West Midlands East Midlands Scotland

A veteran and long-haul lorry driver, he

“I’m glad I have somewhere to lay my

shared decades of happiness with his

head,” he says, grateful for the stability he’s

beloved wife. “When she passed away

found.

in 2014, my world unravelled” he told us, and he eventually found himself facing

Whether he’s tending to his potted plants

homelessness and sleeping in his car.

or chatting with his property manager, Michael is proof that with better support,

Everything changed when he reached out

life can blossom again, and we’re

to North Northamptonshire Council and

honoured to be part of his journey.

was connected to The Housing Network.

Together, we’re building more than homes,

Today, Michael has a safe and stable place

we’re rebuilding lives.

to call home.

Over the last year, we have supported many individuals and families all over the UK, providing the first step of support for people to create places and communities they call home.

THN Carbon Reduction Plan At The Housing Network (THN), we recognise our responsibility to reduce our environmental impact while supporting people to rebuild their lives. Our Carbon Reduction Plan sets out how we are working towards a more sustainable future across our services and properties. Our commitment

•

Moving to digital-first processes to reduce paper

THN is committed to achieving Net Zero

•

by 2050, with clear actions to reduce

Working with contractors who follow sustainable standards

emissions across our buildings, travel and supply chain.

Our priorities for the next five years:

Where our impact comes from

•

Improving property energy efficiency

•

Reducing travel emissions through

Our key emission sources include:

digital appointments and smarter

•

Energy use across multiple bedspaces

planning

•

Heating and hot water systems

•

Prioritising low-carbon procurement

•

Staff travel across regions

•

Increasing recycling and reducing waste

•

Procurement of furnishings, materials

to landfill

and maintenance •

Waste and recycling practices

We have already taken important steps,

Our targets •

including: •

Increasing use of renewable electricity

•

Installing energy-efficient lighting and

20% reduction in Scope 1 and 2 emissions by 2030

•

50% reduction in landfill waste

•

All offices and as many properties as possible on renewable energy by 2030

heating