One year of Zak Houlahan: “It’s been a year of listening, learning and acting”

A year ago, I joined Achieve together with fresh eyes and an open mind. I came from outside the sector; my career before was in sectors like energy, waste management, and local government, quite different from social care on paper. But from the moment I stepped into my first home visit, I knew I’d joined an organisation with incredible people, deep commitment, and enormous potential.

I knew I had something to contribute. Not just from my work experience, but from my life. Growing up, my family went through some really tough times. I saw first-hand how the right support at the right moment can change everything. It’s something I’ll never forget. People stepped in to help me find direction when things felt uncertain. Because of that support, I was able to see a different path for myself.

That’s what drew me to this role. Achieve together supports people with learning disabilities, autistic people, and those with complex needs to live meaningful, fulfilling lives. That purpose, to help people thrive, even through adversity, deeply resonates with me.

It’s been a year of listening, learning, and acting. I’ve had the privilege of spending time with home managers, team members, and people we support across the country. Those conversations have shaped every decision we’ve made since.

Getting Closer to the Front Line

One of my first priorities was to restructure our executive team to create clearer accountability and ensure our focus is where it matters most: the front line. Home managers are the cornerstone of quality, and I wanted to make sure they had the support, tools, and space to lead their teams well.

This year, we invested in them like never before, delivering over 4,200 training events, supporting 378 apprentices, and expanding development opportunities across areas like housing, HR, and coaching.

We then took a hard look at our systems and processes, removing duplication, cutting paperwork by half, and digitising core workflows. This has made things simpler, clearer, and faster – freeing up time for what matters most: people.

From my first day at Achieve together, I’ve been guided by a belief that real change only happens when the people most affected are leading it. That’s why I’m proud that this year we launched The Big Plan, our first ever co-production strategy, created entirely by the people we support.

Unity, our co-production group, now plays an active role at board level, shaping strategic decisions and holding us to account. Campaign 4 Change continues to blaze a trail in self-advocacy, influencing national policy, training social work students, and amplifying underrepresented voices.

We also expanded our Mental Health First Aid Champion network, launched new training on suicide prevention and end-of-life care, and held festivals and workshops to celebrate wellbeing.

We brought in structured emotional support, simplified complex health guidance, and made inclusive care our standard. Health and wellbeing are the foundation of a good life, and that’s what we’re here to support.

A Clearer Line of Sight

We introduced a new business intelligence framework, giving every part of the organisation a stronger connection between strategic goals and day-to-day delivery. Monthly performance reviews and dashboards are now standard, supporting better conversations and faster improvements.

And we’re already seeing strong results. We’ve reduced the number of homes rated ‘Inadequate’ by the Care Quality Commission from seven to just one in under a year. Our ambition is clear: by the end of 2026, we want 86% of our services to be rated ‘Good’ or ‘Outstanding’. We’re on the path, and I’m confident we’ll get there together.

Raising Our Voice, Leading with Purpose

We’ve also worked to raise Achieve together’s profile nationally. I joined the All-Party Parliamentary Group for Adult Social Care and co-founded a new working group focused on adults of working age, alongside Care England. We need to keep advocating for the people we support, and ensure social care is firmly on the agenda for the future.

Internally, we’ve transformed how we manage safety – introducing clearer frameworks, stronger compliance, and a proactive culture that puts wellbeing and security front and centre.

We’ve also taken steps to stabilise our finances and workforce, introducing new controls, launching an in-house agency model that has reduced agency use, and improving resourcing oversight. These aren’t just numbers; they’re about making sure we can grow sustainably and invest where it really counts.

Looking Forward

With more than 450 services and 6,800 team members, Achieve together is a large and complex organisation, but what unites us is simple: a shared belief that everyone deserves a happy, healthy and meaningful life.

Looking ahead, we’re focused on building even stronger foundations. Over the next six months, we’ll continue to raise quality, supporting 44 homes on active recovery plans and working with regulators to bring forward reinspections where internal progress is clear.

Our simplification work will go further, including a refresh of RADAR recording, reduced email traffic, and digitised inspection readiness tools, all shaped by direct feedback from home managers.

We’re expanding our co-production efforts too: Unity representatives will co-lead new training modules and continue awarding the ‘Unity Stamp of Approval’ to projects that embed lived experience at every stage.

We’re also investing in our teams, growing the Great Manager Academy, expanding apprenticeships into new areas like housing and coaching, and continuing our rollout of financial wellbeing tools like Wagestream. And on the environmental front, we’ll be assessing the impact of our pilot energy-efficiency upgrades and scaling up biodiversity campaigns co-led by our ‘Unity Environmental Champions’.

There’s more to do, but the direction is clear: a more inclusive, agile, and sustainable future, shaped by the voices of the people at the heart of everything we do.