Twenty years on the frontline: prevention is still the missing piece in the homelessness crisis
Services require more resources to not only address the immediate challenges of homelessness, but also its underlying causes, writes Sonia Denham, managing director of Petrus
Sonia Denham is managing director of Petrus
Services require more resources to not only address the immediate challenges of homelessness, but also its underlying causes, writes Sonia Denham, managing director of Petrus #UKhousingIt has been 20 years since I first walked through the doors of Petrus as a support worker, apprehensive yet determined, and unaware of how profoundly the people I met would shape me.
Petrus has served communities across Rochdale, Oldham and Burnley for more than 50 years, striving to end homelessness and create safe places where all people can flourish. Last year, our Hub recorded 23,954 visits. Each visit represented a moment of need that might have been avoided, including 16,800 interventions on hunger, 185 instances of support for people sleeping rough and 1,329 housing referrals and advice sessions.
Homelessness has changed dramatically over my 20 years. Pressures have intensified and the sector has had to evolve quickly. Yet I still believe homelessness does not have to be inevitable. I believe these increases to be a symptom of a fragile funding environment, high demand on already overstretched services, insecure housing and rigid, fragmented systems.
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When I joined Petrus, funding was more stable and organisations worked in tight collaboration, particularly in Rochdale where our co-operative spirit shaped services.
Today’s picture is far more complex, driven by years of austerity and the aftershocks of the pandemic. We face a significant shortage of affordable housing, with over 1.3 million households on the social housing waiting list. Rough sleeping has more than doubled since records began in 2010, and 132,410 households were living in temporary accommodation in England as of June this year.
“Prevention requires resources to allow for early intervention, instead of waiting until the point of crisis, when the human and financial costs are greatest”
Systems designed to support people are buckling under pressure, from mental health services to domestic abuse support and provision for care leavers. Often, funding streams pit organisations against each other, making collaboration difficult at the moment it is needed most. I truly believe that homelessness cannot be solved in silos.
Crisis response alone will also never end homelessness. Prevention is the only sustainable pathway forward. Crucially, prevention requires resources to allow for early intervention, instead of waiting until the point of crisis, when the human and financial costs are greatest.
We see this every day at Petrus. In 2024-25, we successfully prevented or relieved homelessness in 33 cases. One of these cases was Jenny, who came to us after receiving a Section 21 eviction. Her eviction began a frightening spiral of uncertainty that is felt by so many.
The Renters’ Rights Act, which includes the abolition of Section 21 evictions, is a strong step forward. If implemented well, it could empower tenants, reduce fear and ease pressure on emergency services and temporary accommodation.
But a change in legislation alone is not enough. As a nation, we are all responsible for the well-being of our communities. Services require more resources to be able to not only address the immediate challenges individuals present with, but to take a more longitudinal assessment of the underlying causes. It is only in addressing these that we can begin to eradicate homelessness.
“To be transformational rather than transactional, the sector needs a foundation that is sustainable, collaborative and fair”
Ending homelessness needs all of us to work together, from policymakers to housing leaders and communities.
Looking ahead, I know we can move towards a brighter future where we share insights and best practice, resource well, recognise and address emerging risks together and embed a long-term sustainable homelessness strategy, designing policy and practice with lived experience at the core.
My work on Housing First, as a leader of Greater Manchester Live Well Experiments, and with Citizens UK, has shown that change happens when communities are valued and listened to, when services are properly funded and when systems become flexible and allow for individuality, rather than being rigid, a one-size-fits-all.
The charity sector is a wonderful purveyor of hope. However, instability makes it harder to build the long-term, relational work that prevention needs. To be transformational rather than transactional, the sector needs a foundation that is sustainable, collaborative and fair.
My 20 years at Petrus have been a true joy. I have met so many people whom I have admired and learnt from. Every step forward proves that change is possible, and I truly believe that together we can create communities where everyone feels at home.
Sonia Denham, managing director, Petrus
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