Sapphire Independent Housing | Sapphire Independent Housing Annual Report 2024/25

Welcome from the Board and Chief Executive

Annual Report Foreword for 2025/26

We are pleased to present Sapphire’s annual report for the financial year ending March 2026. This report highlights the progress we have made against our four strategic objectives: to provide services that support and enhance the lives of our residents; to provide more and better homes; to be an employer of choice; and to manage our finances well while improving our ways of working.

To provide services that support and enhance the lives of our residents

This year, we established the Sapphire Resident Influence Panel (SRIP) following preparatory workshops and training. The Panel includes residents from both supported housing and general needs homes, meets quarterly, and provides an important voice for residents across Sapphire.

Following reassessment, we retained our Customer Services Excellence (CSE) accreditation and improved our complaints handling, with 97% of Stage 1 complaints responded to on time. In addition, 66 of our 130 residents successfully moved on during the year.

Following procurement processes, we renewed the contract for housing-related support services for vulnerable single men with medium to high support needs at Conway House and entered into a new contract with Hertsmere BC to provide temporary accommodation at Hepburn Court. These contracts support the continued delivery of our supported housing services, which remain central to our mission.

To provide more and better homes

During the year, we took handover of further new homes in Hounslow and welcomed new residents. We have now completed 64 homes, representing two thirds of the Hounslow Development Programme.

Sapphire is proud of the homes we have delivered and the contribution they make to helping residents make a fresh start in their lives.

We were delighted that Karl Philips and Debra Constance, our small but highly effective development team, were nominated for Inside Housing’s Best Development Team award.

We also carried out a stock condition survey, which confirmed that our homes and schemes are in good condition and provides a strong foundation for our next five-year asset management strategy.

Heather Thomas, CEO and Sir Steve Bullock, Chair of the Board

To be an Employer of Choice

Our ability to deliver effective services for residents depends on our dedicated staff team. We were therefore pleased that our latest staff satisfaction survey reported an 89% satisfaction rate.

At Sapphire, we prioritise the wellbeing and value of our colleagues, recognising the crucial role they play in achieving our aims. During the year, we implemented a wellbeing strategy to support the health and wellness of our team members.

The last financial year was challenging as we continued to focus resources on completing the Hounslow Development Programme. Despite these pressures, we remained focused on maintaining financial resilience and strengthening the way we work.

We carried out a Board Effectiveness Review, which identified opportunities to strengthen our governance in response to a challenging operating environment while continuing to deliver effective services for residents.

During the year, Assiah Awaleh, our Operations Director, moved on to a new role, and Rosemarie Jenkins stepped down as a Board Member. We thank them both for their contribution to Sapphire and wish them well for the future.

We would like to express our gratitude to Sapphire’s staff and Board members for their hard work and dedication over the past year. We also extend our thanks to our partners and stakeholders for their continued support.

Supporting and enhancing the lives of our residents

Resident Engagement Strengthened Through Introduction of Residents’ Influence Panel

During 2024/25 Sapphire strengthened its approach to resident engagement through a programme of workshops held between December 2024 and June 2025. Residents, staff and Board members came together to review how Sapphire listens to and works with residents, with the feedback shaping the development of Sapphire’s Resident Engagement and Involvement Framework.

A key commitment within the Framework was the creation of a resident-led scrutiny panel, giving residents a stronger voice in shaping services and supporting Sapphire’s commitment to openness, accountability and continuous improvement. The panel held its introductory meeting in September 2025 and, by October, had begun developing its Terms of Reference and agreed to be known as the Residents’ Influence Panel.

In December 2025, the panel agreed its Terms of Reference, elected a Chair and two Vice Chairs, and discussed the support members would need to work effectively. Members also heard from CEO Heather Thomas on Sapphire’s Corporate Plan and key findings from staff and resident satisfaction surveys, and began reviewing important services and policies, including the Support Planning, Assessment and Key Working Policy, cleaning contract updates and developments linked to Awaab’s Law.

During early 2026, Sapphire provided training for the panel’s Vice Chairs and supported members to agree on their priorities for the year ahead. The panel reviewed and provided feedback on policies, including Learning and Development, the Code of Conduct, Rent Setting, Service Charges and the Complaints Policy and Procedure.

In June 2026, members also supported the development of the Resident Engagement page on the Sapphire website, followed up on actions from the Framework, finalised paperwork, and received guidance from IBUG on building an effective service user group.

Case Studies or perhaps Success Stories

When our resident was referred to our service at Bethany House, she was experiencing significant mental health challenges, including severe depression linked to past trauma.

At the time of her referral, she found it difficult to cope with her daily life and required ongoing emotional support and encouragement.

The service was able to build trust quickly allowing her to use and benefit from the services provided including a referral to counselling and talking therapy. Through consistent engagement with these external services and regular session with support staff on-site, she has made significant progress in managing her mental health and developing healthy coping strategies. Over time, her emotional wellbeing has improved considerably, and she has become more confident and optimistic about her future.

As part of her personal development plan, she successfully completed an online training course titled Provision of Psychosocial Support for Gender Based Violence Survivors/Victims, for which she received a certificate. This achievement demonstrates her commitment to learning new skills and using her lived experiences positively to support others in the future.

She has also taken positive steps towards employment. She is actively seeking work and has recently attended a trial shift, showing motivation and readiness to return to employment and increase her independence.

In addition, she has been working towards moving on from supported accommodation. A move-on plan has been developed, and she has started viewing properties as she prepares for independent living. She continues to work well with support provided and is making steady progress towards achieving her long-term goals.

A resident was referred to Conway House following a suicide attempt and subsequent crisis placement. The challenges he faced were a diagnosis of autism, with depression, anxiety and a history of childhood abuse. He was initially finding it a challenge to engage with the support offered on site and from external services, and taking his medication. This was his first experience of supported living.

Through consistent relationship-building, trauma-informed practice, and personalised support, the team gradually began to build trust with him and his support worker. He was referred to Employment Training and Education (ETE) provision and encouraged to participate in group activities. His confidence grew significantly and he successfully completed a work placement with the DWP, later securing paid employment.

After a year, he was assessed as ready for semi-independent living and moved into a self-contained flat with floating support. He has since maintained his tenancy and continues to progress positively. His journey reflects our ability to build trust and find ways to work with people with complex needs that meet their needs and preferences, and ultimately to support successful recovery and independence

We want to grow our business to ensure we are playing our part in meeting housing need and to ensure that our existing homes meet quality and sustainability standards.

Providing more and better homes

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To be an employer of choice

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Employee of the Year 2025 – Name

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We get to know our residents and always consider different ways to communicate and engage with them.

All of the team really care about our residents and strive to give them the best possible support to achieve their goals and move forward with their lives

The team at Bethany House are compassionate and take time to understand the needs of our residents. Staff continually strive to improve our service to better meet the diverse needs of our residents. We recently have had training on transgender awareness so we can enhance and improve our support to transgender residents

At Sapphire, respect for colleagues is a cornerstone of our team culture. It's clear that we value open, constructive communication and support one another.

We are always encouraged to share our views and actively participate in the running of our service, I always feel listened to and feel very fortunate in the learning opportunities provided and the fact that I can request additional learning if I believe that it will support me in my role.

I have received an excellent induction and training. Everyone has welcomed me to the organisation and taken the time to introduce themselves and offer support to me when needed

In my role at Sapphire, I feel fortunate to work within a team where respect and collaboration are foundational.

In comparison to other organisations I have worked for SIH has staff support mechanisms to improve staff wellbeing. You feel supported and valued. My work load is manageable and enjoyable.

I have always found everyone at Sapphire to be very approachable, we have an excellent programme of training and they are always looking for new areas where we can develop our skills and have greater job satisfaction in our role.

I have always found the EMT to be supportive, encouraging and appreciative of the work that we do.

I appreciate that transparency is a priority here. Leadership communicates openly about company's goals, challenges, successes and this honesty creates a sense of trust among employees

Working at Sapphire had been an incredibly rewarding experience. Since joining, I have had the opportunity to take on diverse and challenging tasks, which have helped me grow both professionally and personally.

I always feel empowered and supported to share ideas and make suggestions.

At Sapphire, I appreciate the culture of open communication, where feedback is encouraged.

My Manager is very positive and encouraging and will always make time to help me if I am not sure of something. I have felt supported, appreciated and encouraged by her at every stage of my journey with Sapphire.

I always feel respected and supported by everyone at Sapphire at every level, it is a wonderfully welcoming organisation which really appreciates our efforts and cares about our wellbeing.

We believe that having fully engaged people is the best way for us to provide excellent services to residents and communities.

Sapphire Day

A Commitment to Community

On 14 May, 2026, Sapphire proudly participated in its Corporate Social Responsibility Day by dedicating time and resources to benefit the local community. This year, the team focused on Our Lady Help of Christians, a Roman Catholic church located in Kentish Town. The church, a cherished landmark in the community, had accumulated a significant number of old, unused items over the years, necessitating a thorough cleanup.

A group of colleagues from Sapphire came together for this meaningful initiative, demonstrating the organisation’s commitment to social responsibility and teamwork. Their collective efforts not only helped in decluttering the church but also fostered a sense of camaraderie and community spirit.

Making a Positive Impact Together

As the day unfolded, the team worked diligently to sort through the items, deciding what could be repurposed, recycled, or disposed of. This hands-on experience allowed the volunteers to connect outside of their typical work environment, reinforcing the importance of collaboration in community service.

The event was not only beneficial for the church but also served as a reminder of how charities like Sapphire can positively impact their surroundings. By supporting community initiatives, Sapphire helps improve the well-being of Kentish Town and shows that corporate responsibility goes beyond profit and productivity.

A Lasting Commitment to the Community

Sapphire's Corporate Social Responsibility Day exemplifies the company’s values and commitment to making a difference. The team left the church not only with a sense of accomplishment but also with the knowledge that their efforts help sustain the community’s cherished spaces. As Sapphire looks forward to future initiatives, it remains committed to making a difference, one project at a time.

The church personally thanked Sapphire for all their hard work, and it was a pleasure working with such a pillar of the local community.

On 14 May, 2026, Sapphire proudly participated in its Corporate Social Responsibility Day by dedicating time and resources to benefit the local community.

Celebrating Achievements at the Staff Conference

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Long-term service awards

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Staff Satisfaction

How our colleagues are feeling about working for Sapphire is really important to us. We listen to our colleagues and really value their feedback.

Staff Feedback

The EMT are dedicated to ensuring Sapphire is a success. The staff are knowledgeable and highly skilled and this is recognised and praised.

I have consistently felt supported in my role, which has made a significant difference in my ability to perform effectively and develop professionally

At Sapphire organisational goals are clearly defined and communicated, which helps align teams and departments towards a shared vision.

Overall Sapphire is a good organisation to work for. I think they do a lot for the staff that other housing providers fail to do.

I really enjoy my work with Sapphire and love working with my team, I would be happy to recommend Sapphire as an organisation.

Sapphire is a great company to work for, it feels like a family

I love working at Sapphire, we have a great team and there are many opportunities to develop and grow within our roles. I really do feel that my contribution is valued and that we are all working together to provide the best possible service to our residents.

Staff Satisfaction Results

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Overall satisfaction89% (70% last year)
Proud to be part of Sapphire: 92%.
Would recommend Sapphire as a good employer: 81%.

Managing finances and improving ways of working

We want to be a well-run organisation, working to plans, within budget and confident about managing change.

We believe that maintaining our financial viability is our core strength as a smaller provider, we are well positioned to move forward with our plans for the future.

Financial Results 2024/25

Statement of Comprehensive Income

	2024/25	2023/24
	£	£
Income
Income from housing	3,727,465	3,388,061
Shared ownership - 1st tranche sales	-	132,961
Housing Support Grant	1,065,531	1,016,069
Amortised Grant	71,773	69,300
Other income	21,505	14,286
Total	4,886,273	4,620,676

Expenditure
Housing Services	2,728,347	2,543,608
Support Services	1,240,908	1,282,849
Maintenance	783,178	877,481
Depreciation	355,056	348,822
Cost of Sales	3,600	86,515
Total	5,111,089	5,119,275

Operating (Deficit)	(224,816)	(489,599)
Interest received	278,839	406,181
Interest payable	(3,576)	(5,922)
Total comprehensive income for the year	50,447	(148,940)

Download Tables

Statement Of Financial Position

	2024/25	2023/24
	£	£
Fixed assets	47,097,063	35,819,374
Current assets	2,456,089	11,255,782
Liabilities (current and long term)	(9,607,765)	(8,408,217)
Net Assets	39,945,387	38,666,939

Share capital	12	11
Social housing and other grants	15,123,309	13,985,309
Free reserves	24, 732,066	24,681,619
Total	39,945,387	38,666,939

Measuring our Performance

Our commitment to resident involvement ensures that their voices are heard and their needs are prioritised.

We want to work with residents to improve their lives by listening to their concerns, needs and aspirations.

Operations Performance

Awaab’s Law Brief Summary

Awaab’s Law is new legislation introduced by the UK Government to improve safety standards in social housing and ensure landlords respond quickly to serious hazards in tenants’ homes. It came into effect on 27 October 2025 and was created following the death of Awaab Ishak, who lived in a home affected by severe damp and mould. The law strengthens existing housing safety requirements by placing clear legal duties on landlords to investigate, make safe, and repair hazards within set timescales, depending on the level of risk.

For residents, this means that reported hazards should be assessed promptly, with emergency risks inspected and made safe within 24 hours and significant hazards addressed within 10 working days. Residents are expected to report concerns as soon as possible and allow access for inspections and repairs. Sapphire is meeting the requirements by classifying hazards by risk, responding within the required timescales, arranging urgent inspections where needed, carrying out remedial works, offering temporary accommodation where necessary, and providing a complaints route if residents are unhappy with how an issue is handled.

The Awaab’s Law chart will go here.

Social Impact Value

Research tells us the average impact value of supporting a homeless vulnerable person into settled accommodation has a social impact value of £8,019.

We achieved 66 applicable moves, which is £529,254 in social value and an increase of 8% compared to last year’s £489,159.

Social Impact Data

Scheme (Supported Housing Bed Spaces)	Number of applicable moves	25/26 Social Impact Value	Applicable moves as % of bed spaces
Bethany House - 40	12	£96,228	30%
Conway House - 60	20	£160,380	33.3%
Townsend House - 18	12	£96,228	66.6%
Hepburn Court - 12	22	£176,418	183%
Total	66	£529, 254	-

Download Table

Successfully Moved On

Across our supported housing schemes on average 81% of people moved on in a planned way to more appropriate or independent housing.

We are proud of this figure, as it is a reflection of our supporting planning, independent living skills work, and joint working with a range of partners across the boroughs in which we work. Our ambition is to reach 90% successful moves.

Repairs and Maintenance

Total Emergency (24 hours – 88.8%)
Total Urgent (7 days- 85%)
Total Routine (21 days- 89.8%)

Lettings by Age

Lettings by type

Lettings by gender

Lettings 2025/26: Woman 63, Man 60.

Estate inspections and tenancy audits

Estate inspections completed on time – 100%.
Planned tenancy audits – 29 of 31 completed.
Planned settling in visits for new properties – 64 out of 66 completed.