Our journey began in 2019, with a simple yet powerful idea: to inject the rigour of scientific inquiry into efforts to end homelessness. We believed that just as evidence-based practices had revolutionised fields like education and public health, they could also transform our approach to homelessness. We set out to create the conditions where ending homelessness wasn't just a hopeful aspiration, but a tangible reality within reach.

And we've made strides. We've pioneered groundbreaking evidence and data tools and programmes, building a stronger infrastructure for creating impact. We've supported a growing number of leaders who champion evidence-led change. We've even helped to redefine how we measure success, establishing clear definitions and metrics for ending homelessness and rough sleeping.  

But the landscape has shifted dramatically, demanding a more radical response. As research by the Institute for Government shows, since 2010, there has been a notable shift in public spending, with an increasing proportion of budgets being allocated to acute services rather than preventative measures. As urgent needs have grown, resources have been directed toward crisis management—such as emergency housing and temporary accommodation (TA)—often at the expense of early intervention programmes. In England, reported spending on TA was £1.74 billion for 2022-23, with estimates suggesting a true cost closer to £1.87 billion. Scotland saw its TA costs rise to approximately £174 million, while Wales reported spending around £77 million. Northern Ireland faced TA costs of about £41 million.  

We find ourselves at a critical juncture. The old ways of working—reactive, fragmented, crisis-driven—are proving even less sufficient than before. The system is overwhelmingly geared towards reacting to crisis, rather than preventing it. 

Reimagining the future based on evidence

This reality demands a fundamental reimagining, and it's precisely what our new strategy delivers. We're setting our sights on nothing less than acting as a catalyst for a decisive prevention shift. Because we know that's the only way to end it for good. Our work to date indicates that to achieve this, we must adopt a "What Works" approach to guide actions across all levels of prevention, both directly and indirectly:  

• Primary prevention: we will use evidence and data to champion and invest in policies and interventions that address the root causes of homelessness, such as financial stability, employment opportunities and access to affordable housing, to stop it from occurring in the first place. This will ensure that homelessness at population level is rare.
• Secondary prevention: we will develop and promote evidence-based tools and strategies to identify individuals and families at risk of homelessness and provide timely support to prevent them from entering crisis. This will ensure that, when homelessness does occur, it is brief.
• Tertiary prevention: We will continue to support local areas to use data and robust evaluation to improve the effectiveness of interventions for people who are already homeless, ensuring they receive the support they need to exit homelessness quickly and sustainably. This will ensure that, when people do experience homelessness, it is non-recurring.

Imagine a future where decisions about prevention are consistently informed by robust evidence, where data drives resource allocation, and where collaboration across sectors and regions maximises collective impact. Imagine a future where activity to prevent homelessness and other harms is not seen solely as the responsibility of the homelessness sector, but is embedded within mainstream public services. This is the future we are working to build over the next four years. A future where:

• Evidence is a powerful weapon. We will democratise access to robust knowledge and data, empowering everyone to be a change agent. We will relentlessly expand the evidence base, investing in research and development to uncover innovative solutions. And we will champion the use of standardised financial metrics to track progress and optimise resource allocation.
• Collaboration is our engine. We will nurture unprecedented partnerships across all levels of government, the homelessness sector, businesses, and communities. We will work hard to break down silos, foster shared goals, and create a unified movement for change.
• Experimentation is our lifeblood. We will cultivate a culture of experimentation, relentlessly seeking new and better ways to prevent and end homelessness. We will optimise existing pathways, invest in research and development, and unlock unprecedented resources to fuel this work.

Our new strategy is an invitation to join us in this "What Works" movement. The road ahead will not be easy. There will be challenges, setbacks, and moments of doubt. But we are driven by an unwavering belief in our collective capacity to create change. We are not just dreaming of a better future; we are building it, one evidence-based step at a time.

• Ligia Teixeira is Founding Chief Executive of the Centre for Homelessness Impact