© Sapphire Annual Report 2026.
Introduction
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.
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.
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.
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.
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.
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.
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.
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
When Niki (not real name), a 20-year-old from Kentish Town, was working in hospitality, she knew she wanted more. Despite facing personal challenges that disrupted her education, she never lost her desire to learn and grow. What she needed was a different path—one that didn’t require a return to the traditional classroom.
That path came through an apprenticeship opportunity with Camden Future Talent, a service designed to make apprenticeships more accessible, especially for those who may not meet conventional entry requirements.
“I missed out on the study experience, especially the social aspect. My friends were all making new connections at college, and I wanted that too—but I wasn’t ready to go back to school,”
Niki had previously looked into apprenticeships but was discouraged by rigid entry criteria. It wasn’t until a family friend - who had successfully completed an apprenticeship through Camden - encouraged her to apply that she gave it another shot.
That encouragement led her to a role in finance and administration with Sapphire Independent Housing, one of Camden’s suppliers. It was a perfect match.
“The support I received during the application process was incredible. I had never even been to an interview before but the pre-screening and practice interviews helped me overcome my nerves and build confidence,”
What made the difference for Niki wasn’t just the opportunity - it was the inclusive and empowering environment created by both Camden Future Talent and her employer, Sapphire Independent Housing. From warm, confidence-boosting communication to practical help with professional email writing, every step of the process was designed to meet her where she was.
“I felt comfortable opening up to my colleagues after speaking with the Camden team. My manager was understanding, patient, and non-judgemental. That made all the difference.”
Her training provider also played a key role. After being out of education for some time, Niki had to adjust. But with a supportive tutor who was both motivating and empathetic, she quickly found her footing.
The approach taken by Camden Future Talent and Sapphire Independent Housing is a powerful example of how inclusive recruitment practices and supportive workplace cultures can unlock potential in individuals who might otherwise be overlooked.
For employers, this isn’t just about doing the right thing - it’s a smart business move.
By embracing apprentices from diverse backgrounds and offering tailored support, employers can:
Today, Niki is thriving in her role and sees a future with her employer.
“I enjoy my role and the organisation’s mission aligns with my values. I can see myself staying here long-term. If not, I want to continue working with organisations that aim to better the lives of others.”
We have continued to work closely with the London Borough of Hounslow on developing new homes in the Borough on former garage court sites. We have agreed terms to purchase a long lease on 20 development sites in Hounslow and have completed 16 leases.
All these sites have planning consent and we have a programme of 103 new homes to develop. We work closely with the Greater London Authority, who provide grant funding for the developments.
At the end of March 2026, with our construction partners Helix Construct, Ark Build, Ermine Construction and Chartwell Vision, we completed 64 new homes.
We anticipate a further 9 homes will complete at Sparrow Farm Drive in August 2026, we will have completed a total of 73 new homes. A further 24 homes will complete in September 2027 at 3 sites at Oxford Way.
The remaining 6 homes will start before March 2027; 6 new homes will be delivered at Manor Gardens in Chiswick these will start in February 2027. This will be our final Hounslow site as part of the initial batch of sites.
Our future pipeline currently consists of a potential scheme in Brent in partnership with the Brent Community Land Trust which will provide 19 new homes on a site in Harlesden. Planning was in March 2026, and we are anticipating starting the scheme in March 2027. We are also in the process of developing a single home in partnership with a developer at Harrington Square in Camden.
We have also bid for a further 4 sites in Hounslow and made a bid for grant to improve Bethany House we anticipate a decision from the GLA in the autumn.
Providing high-quality homes and services to our residents remains a priority and our new schemes are no exception. We are especially pleased to be aiming for zero carbon homes as part of our new programme, which will enable our residents to enjoy comfortable new homes, with affordable energy bills.
Sapphire are also delighted to announce that we have retained “Investment Partner Status” for the London Social & Affordable Homes Programme 2026-36, which will start in 2027. This will enable Sapphire to develop a programme of affordable new homes through the LSAHP Programme.
We believe that developing and investing in our people is the best way for us to provide excellent services to residents and communities.
Sharon McKenzie was voted Employee of the Year 2026 by her colleagues, who praised her for her dedication and hard work and as someone who is always willing to support others or lend a hand whenever it’s needed.
Sharon said:
“I was really honoured to have received the Employee of the Year Award. However, whilst it is my name attached to the award, I believe it reflects the support, encouragement, and teamwork of the colleagues I have worked with both past and present.
All of them have helped make Conway House a rewarding and enjoyable place to work, and I am grateful to be part of such a dedicated and supportive team.”
Sharon’s manager, Joel Akazarah, responds:
No challenge is too big for Sharon and she rises to every occasion with determination and grace. Her quiet strength and support make a lasting impact on the team every day.
“Sharon consistently goes above and beyond, elevating both her work and the people around her. There is no one more deserving of this honour.”
At Sapphire, we are committed to helping colleagues feel valued in their roles and prioritising their health and wellbeing.
To support this, we launched our first Health and Wellbeing Strategy, focused on five pillars: mental, physical, social, financial and environmental wellbeing.
Through this strategy, we aim to provide the support colleagues need to bring their full, true selves to work every day.
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.
Sapphire’s staff conference was held at Draughts, a restaurant built around a simple idea: great food and drink enjoyed alongside games and shared experiences. It gave colleagues a valuable opportunity to socialise while bringing out everyone’s competitive spirit.
The conference also provided an opportunity to discuss revisit Sapphire’s mission and four values, and to consider whether they still reflect the organisation’s purpose, direction and identity.
Sapphire Day is a day when Sapphire colleagues come together to give back to the local community to help out a project in need.
Each year we find a new location and community service that would benefit from our time and desire to make a difference
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.
How our colleagues are feeling about working for Sapphire is really important to us. We listen to our colleagues and really value their feedback.
This year we were pleased to report a 89% satisfaction rate.
Linda says:
“Winning the Employee of the Year award meant a great deal to be recognised by the company and my colleagues for the work I’m passionate about. It’s been a motivating milestone in my journey here.”
Sapphire staff say ...
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.
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.
I have consistently felt supported in my role, which has made a significant difference in my ability to perform effectively and develop professionally
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.
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 want to be a well-run organisation, working to plans, within budget and confident about managing change.
Our commitment to resident involvement ensures that their voices are heard and their needs are prioritised.
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.
|
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 |
- |
Our homes are located in the London Boroughs of Camden, Islington, Brent, Hounslow and in Hertsmere, with more new homes coming shortly in Hounslow.
Further details can be found at each location on the map below.
We have the following homes located within the London Borough of Camden: Conway House, Tara Lodge, Espalier Gardens and Hackett House.
Bethany House is located within the London Borough of Islington.
St Eugene Court is located within the London Borough of Brent.
We have a number of homes within the London Borough of Hounslow, with further new homes coming during 2025-2026.
Townsend House and Hepburn Court are located within Hertsmere.