385
Customers supported through the Household Support Fund
That message is even clearer today.
Three years on, the North East remains a region facing deep structural challenges, despite progress being made and the huge opportunities and potential that exist across our communities. The question is not whether the North East can deliver that renewal. It is whether we will seize the moment.
The NEHP stands ready to do just that.
We have the lowest employment rate of any English region² and one of the highest levels of economic inactivity in the country³. Life expectancy remains below the national average⁴ and several years behind some parts of southern England. Rent inflation of 8%, higher than any other region⁵, is driving increased demand for social housing. Homelessness is rising, with thousands of households each year approaching local authorities for support. Nearly a third of children in the North East are growing up in poverty⁶.
But these sobering statistics do more than indicate regional disadvantage. They remind us of the huge social and financial returns, for people and the public purse, that housing-led investment and renewal in the North East can unlock.
Our region is better placed than most to deliver those returns. We have the highest proportion of social housing outside London⁷, reflecting a long tradition of collective provision. Our North East Combined Authority (North East CA) is ambitious and impactful. And our housing providers are anchor institutions in the truest sense, employing thousands of people, investing hundreds of millions of pounds each year, and working alongside councils, the North East CA, colleges, health services and community organisations to strengthen the places people call home.
The question is not whether the North East can deliver that renewal. It is whether we will seize the moment. And the NEHP stands ready to do just that.
In a period marked by inflationary pressure, rising construction and finance costs, and increasing demand on public services, NEHP members have chosen collaboration over competition and long-term impact over short-term individual gain.
Together, we have strengthened development pipelines, secured joint investment in retrofit and regeneration, expanded employability support, met the needs of vulnerable groups, and deepened our relationships with local government and regional partners.
Now we can go further.
By planning and investing together, across organisational and local authority boundaries, we can deliver more homes, improve the quality of existing homes, and ensure housing investment drives wider economic and social progress.
To succeed, we must invest holistically, recognising the multiplier effect of good homes on health, opportunity and prosperity. We must invest in the right places, unlocking regeneration and supporting communities that have waited too long for change. And we must invest for the long term, building the foundations of a stronger, fairer and more resilient North East.
By taking this approach, and working in close partnership with the North East CA and our regional partners, the decade to come can be truly transformational.
References: 1 - NEHP Prospectus 2023, 2 - ONS Statistical Bulletin: Labour Market in the Regions of the UK, August 2025, 3 - ONS regional economic inactivity statistics, 4 - ONS life expectancy data, 5 - Regional rent inflation statistics, 6 - Child poverty statistics for the North East, 7 - Social housing stock data (England)
The NEHP brings together the majority of the social housing sector in the North East. Our members are housing associations and local authorities, and we have a strong presence across the seven local authority areas that make up the North East Mayoral Combined Authority.
The NEHP brings together the majority of the social housing sector in the North East. Our members are housing associations and local authorities, and we have a strong presence across the seven local authority areas that make up the North East Mayoral Combined Authority.
Together, the 20 organisations that form the NEHP own and manage around 217,000 homes, housing roughly one sixth of the region’s households8. These homes provide stability and security for nearly half a million people in cities, towns, villages and coastal communities.
But our impact extends far beyond the homes themselves.
Our members are anchor institutions in the North East economy and deeply rooted in the communities they serve. Our strong track record, the deep, trusting relationships we’ve built with households and communities, and our focus on long term social returns, mean we can invest consistently in places, people and local economies.
Collectively, NEHP members directly employ more than 10,000 people9, supporting skilled and stable employment across the region. The work of building and maintaining our homes also supports a significant share of the North East’s 96,000-strong construction workforce10, helping to sustain local supply chains and create opportunities for apprenticeships and new entrants to the sector.
Housing investment also plays a powerful role in driving economic growth. Research cited by the Local Government Association shows that every £1 invested in building a new social home generates around £2.84 in wider economic activity, through construction work, supply chains and local spending11. Across the partnership, our members invest hundreds of millions of pounds each year in new development, regeneration, retrofit programmes and the maintenance of existing homes, and this investment flows directly into local businesses and communities.
The reach of the partnership reflects the scale of the housing challenge facing the region. The North East’s waiting list for social housing included some 50,000 households in February 202512. By coordinating our development pipelines and working collectively with Homes England and the North East CA, NEHP members aim to accelerate the delivery of new homes to help meet that need, while ensuring that regeneration benefits communities across the region.
Because social housing providers are long-term neighbourhood champions, our role as anchor institutions goes beyond economic impact alone. Our organisations work alongside the North East CA, local authorities, health partners, colleges and community organisations to tackle wider challenges. We support people into employment, improve health and wellbeing, support older people and others with particular needs and help communities to thrive.
The NEHP provides a single, collective forum through which the North East CA and other regional partners can engage with the social housing sector. By planning, investing and delivering together, our members create greater economic, social and environmental value than any organisation could achieve alone, helping to build stronger communities and a more prosperous region.
References: 8 - NEHP prospectus 2023, 9 - NEHP prospectus 2023, 10 - NEHP prospectus 2023, 11 - Delivery of council housing: a stimulus package post-pandemic, Local Government Association, 12 - Live table 600, number of households on local authority housing registers
With 1800 homes, the Byker Estate is a diverse community in the east end of Newcastle Upon Tyne.
Rich in history, the estate was designed and built by renowned architect Ralph Erskine and was awarded Grade II* Listed status in 2007. The Byker Community Trust (BCT) was established in 2012 to improve the management of the estate.
In 2021 BCT joined the Karbon Homes Group, meaning our customers could access a wider range of support services, as well as benefiting from an accelerated investment and new build programme across the Byker Estate.
What is the Thriving Byker Strategy?
The Thriving Byker Strategy (TBS) is a celebration of the Byker Estate, and all the work that contributes to making our community so brilliant.
The Thriving Byker Strategy (TBS) provides a framework for strategic partnership working. Its objectives and priorities are based on what our customers asked for and how they will impact positively on customers in the Byker Estate.
During 2025/26 the TBS was refreshed in collaboration with the BCT Committee and our strategic partners to ensure the themes remain relevant and align with their strategic priorities for the Byker Estate.
To achieve the TBS priorities and increase community activities, we work in collaboration with key strategic partners, stakeholders and more than 30 community and voluntary organisations.
Our strategic partners are:
All projects and initiatives delivered through the TBS are subject to review, to understand the potential value for money from the investment, and the positive impact on our customers in delivering the TBS.
This supplement highlights our progress during 2025/2026, delivering against our key themes and highlights some of the fantastic outcomes achieved.
Customers supported through the Household Support Fund
Customers signed up to MyKarbon portal
Additional benefit income gained for customers
Spent on improvements to our homes and neighbourhood
Income secured from the NCC Household Support Fund
RE:GEN continues to install new bathrooms, kitchens and internal doors to homes across the estate as part of our Community Pledge.
New kitchens
New bathrooms with electric showers
Internal doors
Customers are satisfied with the services they receive from Karbon
Customers are satisfied that we make a positive contribution to their neighbourhood
Customers are satisfied that their home is well maintained
of our homes are occupied
stock turnover for 2025/26
Customer visits were carried out throughout the year, which included a property inspection and supporting our customers with any tenancy enquiries or engagement opportunities.
Customer net promoter score
Stock turnover
Customer satisfaction with letting process
Number of ASB cases opened per 1,000 homes
Customer satisfaction with your landlord's approach to handling ASB
Percentage of engaged customers moving into education, training or employment