Commissioning Homelessness Services: From the bottom line to the human line

Commissioning Homelessness Services: From the bottom line to the human line 

In recent years, the commissioning of homelessness services in England, particularly supported accommodation, has become increasingly dominated by cost considerations rather than quality and, most concerning, often lacks concern for the individual for which the service is being commissioned. Although not the case in all areas, while some commissioners may claim to prioritise quality, the reality on the ground often tells a different story. This focus on the bottom line of the budget spreadsheet often has profound implications, not only for the individuals directly affected but also for society as a whole.

Underfunded and poorly resourced services struggle to provide the comprehensive, holistic support that people experiencing homelessness need. When services lack adequate funding, they cannot offer the stability and intensive support necessary to help individuals recover and rebuild their lives, let alone genuinely work ‘with’ them rather than ‘for’ them. This often leads to poor outcomes, where individuals cycle through the system without making meaningful progress. These services, meant to be a safety net, instead perpetuate trauma and instability, further entrenching the difficulties faced by the most vulnerable.

Moreover, the long-term costs of this approach far outweigh the short-term savings. When homelessness services are inadequate, the demand on other public services—such as mental health services, drug and alcohol services, and emergency healthcare—increases. People who might have found stability and support in well-funded accommodation-based services instead find themselves in crisis situations that could have been prevented with timely, appropriate intervention. This not only leads to higher overall public expenditure but also places an immense human cost on those already in precarious situations.

The solution lies in a paradigm shift in commissioning practices—there are already examples of where this is done well, it isn’t all bad news. It is essential for commissioners to move beyond the narrow focus on budget constraints and to embrace a holistic approach that prioritises relationships, community, trauma-informed care, and the dignity of the individuals they serve. When services are designed and funded to meet the complex needs of people experiencing homelessness, the outcomes are markedly different. Individuals can find stability, begin to heal from trauma, and reintegrate into society, reducing their reliance on other services, and ultimately flourish in their life.

Commissioners must recognise that investing in quality services today prevents greater costs tomorrow. This means ensuring that supported accommodation is not just a place to stay, but a place to heal, grow, and flourish. It means fostering environments where individuals feel valued and supported, where their unique needs are understood and addressed in the way they want. By prioritising quality over cost, commissioners can create a system that truly supports individuals on their journey out of homelessness, leading to better outcomes for everyone involved.

Let me be clear, commissioners are often doing their best in difficult circumstances—they also need the appropriate funding and resources made available to them. That is why as part of any manifesto pledges for the upcoming General Election, the way forward is clear. The next Government must ensure commissioners shift their focus from the bottom line to the human line, investing in services that provide real support, foster genuine recovery, and truly have the person front and centre. Only then can we break the cycle of homelessness and build a society where everyone has the opportunity to thrive.