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Annual Report 2019


Welcome to the saha annual report.

Welcome to the saha Diamond Anniversary Annual Report. This report is all about saha’s performance over the last year; the 60th  year since we began our journey of Transforming Lives back in 1959.

We have seen a lot of change in the Association during the last year, and with this we have seen new opportunities develop that will benefit all those residents living in saha homes.

This report celebrates the achievements that have been taking place across the whole of saha in the last year. From residents moving on independently to their own homes, to the learning taking place in the discovery colleges, we have had a truly amazing year.

We hope you enjoy reading the report!

Garden with Chairs
saha houses
saha fun day with wrestling ring
saha housing

saha is a diverse specialist provider of supported housing and support services across England.

We provide a range of General Needs, Directly Managed Supported and Agency Managed Supported housing. Our principal focus is upon providing services to rough sleepers, young homeless people, young mothers, families and ex-offenders.

saha housing development

Our mission of ‘Transforming Lives by providing solutions to homelessness and enabling residents to develop their own potential’ runs through every aspect of the work that we do.

The way that we work, our culture, the decisions that we make and putting the needs and wellbeing of the people that we serve first are guided by our mission and our values:


Servant Leadership

Our organisation has a Christian faith basis which includes welcoming and involving those of other faiths and backgrounds and those of none. Caring for other people and putting their needs first is the rock on which our organisation is built. Our style of leadership is participative and collaborative. As servant leaders we encourage, support and enable each other to achieve our full potential and abilities.



We have a strong affinity for our organisation’s purpose and a compelling desire to see those whom society classes as vulnerable develop and flourish. This engages and motivates us to give the best of ourselves in our respective areas of work in the knowledge that we are contributing towards the fulfilment of people’s lives and our mission.



We understand the richness that diversity brings and that a healthy community, whether that is our group structure, our residents, a scheme, estate, team or office, is one in which people feel they belong. Having a sense of belonging – feeling respected, valued for who you are, the talents you have, feeling a level of supportive energy and commitment from others – is when we work at our best and this is how we strive to work at saha. In the modern world, this also necessarily extends to being digitally included.



We believe that everyone should have a positive feeling of esteem and that we should show consideration for people whether they are our residents, colleagues, partners or others, by the way we conduct ourselves through our language and our actions.



We believe in being solutions orientated, achieving our objectives successfully and performing over the long term. In an environment of finite resources, we work with agility and efficiency and we are advantaged and innovative in our thinking.

At saha we are committed to continually improving our services across all the areas of our business and we do this by working alongside our residents and stakeholders to gather feedback on areas for improvement.

Our focus going through to 2021 will be to continue to Transform Lives by providing opportunities for our residents in our housing services.

We would like to thank our residents who continue to give their time and feedback to us to help shape our services.

saha’s Governance structure

saha is regulated by the Regulator of Social Housing who set out the regulatory standards that we have to measure ourselves against to demonstrate that we are meeting the needs of our stakeholders.

saha’s governance framework helps to ensure excellent leadership from the Board and accountability to our stakeholders.

The framework helps to provide for:

Effective financial management, risk management and control to secure continued viability and growth.

Effective intra-group relationship with The Salvation Army that helps to deliver added-value services both to saha and its residents.

Committee and Subsidiary Structure

saha Group Board

Principal activities 

Our principal activities are the development and management of social housing, primarily for single people.

This includes Lifehouses for homeless people, Foyers offering support and training, housing with appropriate support services for vulnerable people, special housing for the elderly as well as self-contained rented homes at rents affordable to those on low incomes. 

We operate nationally in 85 local authorities across England and have five main areas of operation:

  • 1. Agency Managed Services (1,704 bed spaces)
  • 2. General Needs (1,270 homes)
  • 3. Accommodation for the over 55s (291 homes)
  • 4. Directly Managed Supported Housing (618 bed spaces)
  • 5. Registered Care Homes (58 bed spaces)
saha areas of operation diagram

External contracts


We manage over 855 residential properties on behalf of The Salvation Army, providing a housing management service throughout the country.


We manage 267 units of accommodation with our parent organisation The Salvation Army, providing a number of homelessness services


We have 159 units of student accommodation in London.


Scrutinising our Performance

At saha we set ourselves performance targets against the services that we offer. We use this information to drive our services, analysing the data to see what is going well and where we need to make improvements.

We have a balanced scorecard of key performance indicators grouped into the four key areas of; People, Residents, Homes and Business. A summary of the main indicators is set out below.


We operate a colour coding for measuring our key performance indicators.

Green colour code

A green colour code indicates a good level of performance that is within, or better than, target.

Amber colour code

An amber colour code indicates that whilst performance was not at the target level expected, it was better than performance at the previous year end.

Red colour code

A red colour code indicates performance which has not met expected levels of performance and for which targeted plans are put into place to improve standards

Satisfaction with repairs


Residents overall satisfaction


Planned move on


Fire Risk Assessment (saha)


Fire Risk Assessment (Agency)


Repairs completed in target (Contractors)


Repairs completed right first time


Gas safety inspections overdue


Average time to re-let voids

25.93 days
17 days

Current tenant arrears (gross)


Staff turnover


*saha would like to confirm that the Fire Risk Assessment KPI did not achieve 100% at year end because of the cumulative effect on performance of one property having been inspected slightly outside its review cycle. Board were given assurance, however, that this property was inspected in the following month and all assessments were up to date at year end.


VFM saving

Built 39

New homes

Your Feedback

saha strives to provide the highest quality service to each and every one of our residents. We carry out a number of surveys each year with our residents to find out how satisfied our residents are with our services.

This year you told us:


Overall satisfaction with neighbourhoods


Complaints received


Satisfaction with opportunities to be involved

Asset Management

Responsive Maintenance and Compliance

In 2018/2019:

New lock being fitted on door


Repairs completed


 Average cost of each handyman repair

New lock being fitted on door
New lock being fitted on door


Repairs completed by Handymen at our Lifehouses 

We have introduced Citrus Energy who are a Social Enterprise to clear off debt from gas and electric meters quickly and ensure our empty homes are ready for new tenants as soon as possible.

We have also reviewed our Void Policy and Procedure to improve performance time of voids to minimise the time properties are empty between tenancies. 

We have made many internal changes to improve service delivery:

  • Improved the speed of the authorisation process of works orders
  • Utilised our principal contractors more based on Schedule of Rates to prevent delays in gaining quotes for works.
  • Improved internal communication to improve the customer experience
  • Implemented new systems for managing compliance works
  • Restructured the Property Services team to provide better management of service delivery

96% of people were satisfied with the last repair completed in their home and 96% were satisfied with the Repairs and Maintenance service overall.  


Repairs and maintenance spend


Major repairs spend

Stock Condition 

saha has an on-going stock condition survey programme across its entire property portfolio, which enables it to maintain a fully up to date condition database to monitor and review the performance of the assets in terms of major repair programmes, decent homes standards compliance, energy efficiency and the Housing Health and Safety Rating System (HHSRS).

In 2018/19 we conducted 1,818 Stock Condition Surveys across our housing stock to maintain up to date information on the condition of our properties. 


Together 4 Residents

We are the resident scrutiny panel here at saha.

T4R members in a meeting

T4R is made up of residents from across saha’s homes, who work together to help shape and improve our services.

Members bring a variety of different skills and perspectives to the group and focus on a particular service or issue.

T4R work together to carry out in-depth reviews of what is working and what might need improving in the services that saha deliver and produce reports of their findings to share with saha’s Board.

T4R members have also visited saha schemes and met with others at residents’ meetings, taken part in Get Involved roadshows and have helped to present saha’s resident and volunteer awards across the year.

What has T4R helped to achieve?

We use all of the feedback that we receive during these sessions to help make positive changes to our services.

Our resident T4R scrutiny panel met this year to review service areas of Get Involved, Key to Key (voids and allocations) and Right First Time. They also looked at Resident Surveys, Feeling Safe and planning of the Get Involved roadshows.

Some of the recommendations that have come out of the scrutiny meetings were:

  • To rollout our resident involvement recording database for all of the saha services so that we can share best practice examples.
  • To make changes to the safeguarding leaflets and include more signposting details.
  • To identify more training options that residents can sign up for in their local areas.
  • The Get Involved team to visit residents on their schemes to promote ways for residents to get involved

If you would like to know more about T4R and how you can get involved visit the saha website or find us on Facebook or twitter

Caroline from T4R

A word from the T4R chair – Caroline:

Hi my name is Caroline and I live in the Brindle Heath scheme in Salford.

Getting involved with T4R is a good way of meeting other residents who live in different schemes within saha and getting to know their opinions on services.

T4R meet 4 times a year to scrutinise the different services that saha offers us – its residents.

Being a member of T4R is very interesting and seeing recommendations being implemented and the positive changes this brings is rewarding.

One thing I will leave you with is: you can Get Involved in many ways as your opinion counts. It is a good way to build up your confidence and make a difference where you live.

Get Involved

At saha we are committed to listening to our residents and involving them in decision making regarding the services that we provide. We will evolve our ways to be involved to suit our residents, to include as many people and opinions as possible.

Over the last year we have held over 1,000 Get Involved activities ranging from:

Coffee mornings

Cook and eat sessions

Artboard Created with Sketch.

Health sessions

Artboard Created with Sketch.

Meetings & Roadshows

This year has seen a number of resident activities that have taken place at our services across the country. A few examples are:

Bramley Hub

In Leeds, the concept which saha had envisaged for our new flagship development at Copper Beech and Broad Lane has continued to flourish. Our unique 3 way partnership with The Salvation Army (TSA) and residents is working together to make a difference within the community.

Overall saha has found the whole process very engaging and informative and helps our understanding of how The Salvation Army contribute to having such a positive impact in the community. 

Going forward this work is contributing to creating a more balanced community with both residents and staff at the heart of it. It's been a fantastic opportunity for saha to work side by side with The Salvation Army in delivering services that transform lives. 

The Copper Beech Hub partnered with a local church group to hold a  family fun day at the local Hollybush primary school which saw the local residents and community invited to join together to enjoy a day of crafts, face painting, circus tricks and wrestling! 

saha resident Anthony in the workshop


saha resident Anthony in the workshop

The therapeutic gardens at Roseberry have continued to be transformed into spaces of opportunity, helping to recognise the health benefits of nature on emotional and physical wellbeing.

Christine a resident at the service said:

“The garden is an extension of my home. It is a place I can reflect, be alone or be in the company of others”.

Abbott Lodge

Anthony came to Abbott Lodge in 2018 after his latest release from prison. Anthony has had a colourful life which has led him to spend 30 years of his life in prison.

He was facing a Judge who offered him a final chance to change or he would spend the rest of his life in prison. Anthony says:

saha resident Anthony in the workshop
“I had to find something else to do, I started to do building work and was winging plastering until I was found out!”

Luckily for Anthony the customer sought another option and put him in touch with his brother who taught him how to plaster, he went on to do this for 8 years, until he had a heart attack followed by another one 3 weeks later, this stopped him working but he soon grew bored.

Dinosaur made out of metal parts

Anthony started to retreat to his shed where he had been locally sourcing bits of scrap metal from scrap yards and Shed Art was born.

Over the last 18 months he has been using talents he developed from his building work and a passion of art to create his masterpieces. 

Each piece that is created is unique and holds a history of Manchester in them. The more interesting a bit of metal the better! 

Anthony finds that creating Shed Art helps him with his mental health and allows him to escape and occupy his mind.” I get lost in the work”. 

Kings Ripton Court

Si Mitchell, a successful graffiti artist who has worked with the likes of boyband McFly and drinks manufacturer Pepsi, teamed up with service users at Kings Ripton Court to brighten up the Lifehouse.

Si turned the young people’s creative ideas into reality by helping them to design and spray-paint a mural which depicts their own personal experience of issues including homelessness, substance misuse and mental health conditions. 

Si Mitchell producing some graffiti art
graffiti art of the earth

A resident at Kings Ripton Court said:

“The world with supporting hands represents that people at Kings Ripton Court are here to support each other. The stars represent when we first move in and are in a dark place and we’ve been in bad situations, and then the sun represents that it’s all changed, the environment’s got a lot better and there’s security and safety for us.” 

It’s important to us that you’re able to get in touch in a way that suits you.

The last year in numbers:


Increase in Twitter followers


Increase in Facebook followers


Calls Received


Emails Received

graffiti art of the earth


pages viewed

graffiti art of the earth


Visitors to the saha website


History of saha

saha has developed a lot over the last 60 years and we are as committed as ever to our mission of ‘Transforming Lives’. We would like to share our history with you.

The Fifties
  • saha was originally set up by The Salvation Army to manage the administration involved in housing newly retired officers.
  • The first official letter of the new Housing Association was dated in May 1959.
The Sixties
  • In early 1967, saha had identified an opportunity on an old Salvation Army site in Rettendon, Essex.
  • By 1969 the project was completed, and the Board was considering applications from prospective residents.
The Seventies
  • The Housing Corporation, the Government regulator of housing associations, came into being as a result of the 1974 Housing Act.
  • In his article, entitled ‘Cathy still hasn’t come home’, Colonel Bramwell Baird (the Association's secretary) outlined the housing challenges ahead and called for dedicated helpers to move the Association forward.
The Eighties
  • Towards the end of the 80’s there was an increase in homelessness, Edward Alsop was concerned the new housing point system was making it worse. In 1989 he spearheaded the sleep under the stars campaign, raising £32,268!
The Nineties
  • In 1991, The Princess Royal opened Herbert Stark close in Cirencester, a scheme of flats for single people and couples.
  • In 1993 Dame Vera Lynn joined us to officiate at the opening of Kitty Wheeldon Gardens, a scheme for independent elderly people in Sale, Manchester.
  • The flagship Braintree Foyer opened in 1994 with 33 bed spaces and an onsite Arts Centre. By the end of the nineties saha had opened an additional four foyers in Tyneside, Newhaven, Morecambe and Doncaster.
  • Our Victoria Court development (in Whitechapel) was opened by The Minister of State, The Rt Hon. David Curry MP in 1996, and in 1997, he joined us for the opening of our Parkway Centre in Bayswater, a scheme for rough sleepers funded for 3 years under the Rough Sleepers Initiative.
The Noughties
  • In 2002, Her Majesty Queen Elizabeth II formally re-opened one of our refurbishment projects, the Booth House centre for single homeless people in Whitechapel.
  • 2008 saw the appointment of a new executive team and Chairman, with a focus on quality and partnerships involving both local authorities and our principal partner, The Salvation Army.
  • The Braintree, Doncaster and Morecambe Foyers successfully achieved Foyer Federation accreditation by demonstrating a holistic approach to services, offering integrated access to affordable accommodation, training, guidance, personal development and job searching facilities.
The Twenty-tens
  • 2010 - saha merged with our parent company The Salvation Army following an application to the Tenants Services Authority. The then Chief Executive Nigel Parrington said:
    “The new structure will help us to be more efficient in terms of costs and services”.
  • In 2013 we launched our first resident scrutiny panel with residents from across saha coming together to scrutinise the services provided to our residents and make recommendations on how we can improve.
  • 2017 - Chapter 1 became a subsidiary of saha in March of this year following the decision to combine the strengths of both organisations in 2016.
  • In 2019 saha said goodbye to Nigel Parrington following his retirement and welcomed new Chief Executive, Nigel Hills.

Transforming Lives

Transforming Lives

We asked some of our staff and residents what ‘Transforming Lives’ means to them:

Transforming Lives can mean a variety of different things to our residents, from a recent saha Rewards survey, our residents told us what Transforming Lives means to them: 


I think it's a great idea and to me it means everyone gets the chance to be supported through many different transitions in their lives. 


Transforming Lives is about giving people with multiple disadvantages the support they need to turn their lives around.


Transforming lives saha helps people who have had problems in their lives, offers people a safe home to live in and support where necessary.


saha’s strategic focus is on transforming lives. The organisation tries to do this through meeting, amongst other things, the physical and mental needs of individuals. In my case this means that, as an older single person, I am able to reside in an affordable home where I feel safe and valued. In addition, I am encouraged to get involved in activities that enable me to 'have a say' in issues that affect me and other residents. Being part of the saha family has certainly transformed my life.

A year in support

Our mission is ‘Transforming Lives by providing solutions to homelessness and enabling customers to develop their own potential’. We continue to work with our residents, staff, community partners and support service commissioners to develop and provide supported housing options to a variety of different client groups across the country.

A key objective in our Corporate Strategy is to effectively evaluate the impact and value of our Mission of Transforming Lives. To do this saha use the ‘Passport to Independence’ model which utilises defined social purpose areas from which to monitor our progress toward ‘Transforming Lives’.

Social Networks and Relationships:

67% had commenced the Social Networks and Relationships Unit, 50% achieving a positive outcome.

Managing Tenancy and Accommodation:

86% had commenced the Managing Tenancy and Accommodation Unit, 41% achieving a positive outcome.

Emotional and Physical and Mental Health:

70% had commenced the Emotional and Physical and Mental Health Unit, 41% achieving a positive outcome.

Meaningful Use of Time:

70% had commenced the Meaningful Use of Time Unit, 39% achieving a positive outcome.

Included within the Passport to Independence module saha provide a Tenancy Sustainment Offer to residents which covers a further four units:

  • Maximising Income Managing Money
  • Moving In Moving On
  • Being a Good Neighbour and Tenant
  • Digital Skills and Digital Inclusion

In conjunction with the Passport to Independence, residents also have the opportunity to gain accredited AQA qualifications in each of the units and those of their own choice. Over the last financial year, saha can report the following progress:

Maximising Income and Managing Money:

74% had commenced the Maximising Income Managing Money Unit, 44% achieving a positive outcome.

Being a Good Neighbour and Tenant:

73% had commenced the Being a Good Neighbour and Tenant Unit, consisting of both current and new residents, 44% achieving a positive outcome.

Moving In and Moving On:

64% had commenced the Moving in Moving on Unit, 32% achieving a positive outcome.

Digital Skills Digital Involvement:

67% had commenced the Digital Skills Digital Involvement Unit, consisting of both current and new residents, 56% achieving a positive outcome.

Transforming Lives Support Outcomes

In addition to the social metrics mentioned previously, saha also measure the results of the recorded support outcomes of residents that have left our services. A total of 549 directly managed residents passed through our services and their achievements are set out below


residents successfully moved on from our support in a planned way resulting in greater independence.


residents were supported to maximise their income by claiming the correct benefits and reducing debts.


residents were found to have established meaningful contact with family or friends.


residents were better managing their physical health.


residents participated in their desired training or education.


residents were found to have better managed self-harm.


residents gained a form of qualification.


residents were better managing their mental health.


were supported to avoid eviction and maintain their property, resulting in 245 remaining in their tenancy.


residents secured/obtained settled accommodation.


List of Local Authorities

We have services in 85 Local Authorities.

UK map of saha Local Authorities
  1. Ashford Borough Council
  2. Aylesbury Vale District Council
  3. Basildon Borough Council
  4. Birmingham City Council
  5. Blackburn With Darwen Borough Council
  6. Blackpool Borough Council
  7. Bolton Metropolitan Borough Council
  8. Bournemouth Borough Council
  9. Braintree District Council
  10. Brentwood Borough Council
  11. Bristol City Council
  12. Cheltenham Borough Council
  13. Chesterfield Borough Council
  14. Colchester Borough Council
  15. Cornwall Council
  16. Cotswold District Council
  17. Coventry City Council
  18. Darlington Borough Council
  19. Dartford Borough Council
  20. Derby City Council
  21. Doncaster Metropolitan Borough Council
  22. East Devon District Council
  23. East Lindsey District Council
  24. Eastbourne Borough Council
  25. Erewash Borough Council
  26. Exeter City Council
  27. Folkestone & Hythe Council
  28. Fylde Borough Council
  29. Gosport Borough Council
  30. Guildford Borough Council
  31. Hastings Borough Council
  32. Hull City Council
  33. Huntingdonshire Borough Council
  34. Ipswich Borough Council
  35. Isle Of Wight Council
  36. Lancaster City Council
  37. London Borough Of Hammersmith & Fulham
  38. London Borough Of Brent
  39. London Borough Of Camden
  40. London Borough Of Harrow
  41. London Borough Of Lambeth
  42. London Borough Of Southwark
  43. London Borough Of Tower Hamlets
  44. London Borough Of Waltham Forest
  45. London Borough Of Wandsworth
  46. London Borough Of Westminster
  47. Leeds City Council
  48. Lewes District Council
  49. Liverpool City Council
  50. Maldon District Council
  51. Manchester City Council
  52. Middlesbrough Borough Council
  53. Newcastle Upon Tyne City Council
  54. North East Lincolnshire Council
  55. North Somerset District Council
  56. North Warwickshire Borough Council
  57. Nottingham City Council
  58. Nuneaton And Bedworth Borough Council
  59. Plymouth City Council
  60. Portsmouth City Council
  61. Preston Borough Council
  62. Royal Borough Of Kensington And Chelsea
  63. Reading Borough Council
  64. Rotherham Metropolitan Borough Council
  65. Rugby Borough Council
  66. Salford City Council
  67. Sheffield City Council
  68. South Somerset District Council
  69. Southampton City Council
  70. Southend-on-Sea Borough Council
  71. St Helens Borough Council
  72. Stoke-on-Trent City Council
  73. Stratford-upon-avon District Council
  74. Stroud District Council
  75. Sunderland District Council
  76. Swindon Borough Council
  77. Tendring District Council
  78. Test Valley Council
  79. Torbay Council
  80. Trafford Borough Council
  81. Tunbridge Wells Borough Council
  82. Warwick District Council
  83. Watford Borough Council
  84. West Lancashire Borough Council
  85. Wiltshire District Council    

We would like to thank all of our residents who give their time and commitment to us to help develop and shape saha services. If you would like to help us shape our services in the future please get in touch: