Organisation overview

Homeless Action Resource Project (HARP) has been supporting people experiencing homelessness in South Essex since 2002, helping over 1,000 people each year with housing, advice and one-to-one support. As a registered social landlord with 328 beds, HARP offers a full range of support from emergency day services to long-term supported accommodation, helping people move from the streets into stable, independent lives.

Why social investment

HARP's Trustees and management team had a clear ambition to grow the supported housing portfolio and take greater control of the organisation’s long-term future.

Capital funding from Homes England and Charity Bank covered the build of the new residential development, the Bluebird Project but HARP needed working capital for the pre-construction phase, planning applications, site investigations and other upfront costs that traditional capital grants don’t cover. The Homeless Link Social Investment Fund (HLSIF) bridged that gap. Part of the loan also helped HARP step up its community fundraising.

HLSIF provided:

  • a £120,000 loan at 8% interest, repayable over 48 months (with 12 months interest only)
  • a £30,000 grant

The board saw social investment as a planned, short-term way to fund the project. HARP could have dipped into its reserves instead, but that would have shrunk the charity’s financial safety net and put frontline services at greater risk. The loan meant the essential pre-construction work could go ahead without touching the money that keeps services running. It kick-started an ambitious and important project for HARP.

The way the loan was structured helped too. Repayments were interest-only for the first year, which eased the pressure while the project took shape and rental income got going. The grant that came alongside it, took the edge off the borrowing costs.

Why it worked

HARP did the groundwork before approaching an investor. A clear property strategy, experienced leadership, strong finances and income from lots of different sources meant lenders could see exactly how the loan would be repaid.

  • Clear strategy and experienced team - a board approved property development plan, a chartered accountant in the senior team and a dedicated property development manager meant HARP knew exactly what the money was for and how it would be repaid.
  • A supportive and skilled board - trustees brought expertise in property, finance and law. They understood the strategic value of the investment and had the confidence to back a long-term plan.
  • Strong and diversified finances - income from housing benefit, donations, charity shops and property rental meant HARP wasn’t relying on any single funder. Healthy reserves and solid cash flow forecasting made the application straightforward.
  • Shared ethos - HARP chose to work with social lenders and investors that understood the pressures charities face, shared HARP's values and offered flexible terms.

Outcomes and impact

Social Investment enabled HARP to:

  • Cover the upfront pre-construction costs: planning fees, site investigations and other expenses that traditional capital grants don’t fund.
  • Grow in confidence: expanding services, building its workforce and going on to deliver two further property projects.
  • Complete the Bluebird Project: a sustainably designed, energy‑efficient development providing new homes for 49 people experiencing homelessness in Southend-on-Sea.

"We had the land and the plan, we just needed something to bridge the gap while the larger funding came together. Social investment did exactly that at the right time. The process was far simpler than we expected, it gave us flexibility and at no point did it put our services at risk. If you want to grow, don't overlook it. Social investment is great for piloting and for working capital support to grow. We'd do it again." Nicky Bowling, Director of Property Development

Key learning for other organisations supporting people experiencing homelessness

  • Have a clear plan

Be clear what the funding is for and how you’ll repay it. Social investment works best for tangible projects like accommodation, where reliable income, such as rent, can cover loan costs.

  • Get your finances in order

Make sure your financial position is strong, and build a financial model that shows you can afford the repayments without dipping into reserves.

  • Diversify your income

Several income streams make you more resilient and give lenders confidence. Start building them early, not when you need the investment.

  • Talk to social lenders early

Start the conversation sooner rather than later. Social lenders understand the charity sector, and the process is often more straightforward than you'd expect.

  • Be bold, but prepared

Growth takes a bit of appetite for risk. Be ambitious, but keep a clear contingency plan and an eye on your longer-term funding options.

  • Build the right board

You need a good mix of skills around the table, financial expertise, property knowledge, and the confidence to take informed risks on complex decisions.

Looking ahead

For now, HARP is consolidating its housing portfolio and investing in planned maintenance but there are ambitions to develop more projects over the next five years. After the success of the Bluebird Project, and the confidence it built, social investment is firmly on the radar for whatever comes next.

The Bluebird Project went on to win three RIBA awards and was named Residential Project of the Year in 2026. The building is gas-free, with air source heat pumps, recycled insulation, glazing, solar shading and other certified eco-friendly materials -cutting both its carbon footprint and its energy bills.

If you're looking for funding to make your property more energy efficient and cut energy costs, have a conversation with the team at Homeless Link about the Energy Resilience Fund.

Working capital and social investment

Working capital is the money organisations need to cover day-to-day costs. During a major development, income can be delayed - rental income from new properties doesn't start until the build is complete. Social investment can bridge that gap, protecting frontline services while longer-term income gets established.