Reflections From Our Two Leeds Establishments.
At Progress to Change, we’re lucky enough to run two very different Approved Premises here in Leeds:
Cardigan House, our men’s AP, and Ripon House, our women’s.
On paper, their purpose is the same: keep people safe, protect the public, and help residents move forward. But spend even half a day between them and you’ll feel it straight away. They each have their own rhythm, their own energy, their own personality.
Here are just a few reflections from what we see every day. Even though the emotional landscapes are different but equally rich.
Ripon House has a certain emotional brightness to it. Women often arrive carrying layers of trauma, strength, humour, fear, resilience, sometimes all within the same conversation. Things can feel intense, heartfelt, or incredibly brave in a way that stays with you.
Cardigan House has emotion too; it just tends to be wrapped up a bit tighter. The men might come across as guarded or practical at first. You often see frustration before fear, independence before vulnerability. But once trust is there, the moments of openness can be just as powerful.
Neither environment is easier. Just different. And both show humanity at its most honest.
Relationships and House Dynamics
Ripon House relationships form quickly; friendships, alliances, sisterhoods… and yes, the occasional fallingout that comes from caring a lot. The energy can shift fast, and you feel it in the building. But when the women support each other, the community is extraordinary.
Cardigan House is quieter on the surface. The men tend to keep to themselves more, and when conflict happens, it’s usually direct and shortlived. There’s a calmer rhythm, but a strong need for boundaries, structure, and routine.
What both houses absolutely rely on is: consistency, kindness, steady leadership, and the courage to keep going.
Risk Profiles Shape the Culture
At Cardigan House, our staff manage risks linked with violence, impulsivity, and offencerelated patterns. The work needs clarity, confidence, and strong structure.
At Ripon House, the risks are often around selfharm, exploitation, and trauma triggers. Emotional safety and safeguarding guide almost everything we do.
Again, not harder or easier. Just different types of demanding.
And our teams meet both with professionalism, compassion, and more grit than they probably realise.
Communication: Two Styles, One Purpose
The women at Ripon House often communicate through story, emotion, and connection. They tell us how they feel, sometimes directly, sometimes through their relationships and behaviour. Staff there become very good at listening between the lines.
The men at Cardigan House usually start from a practical place:
“When is this?”
“What do I need to do next?”
“What’s the rule?”
Over time, as trust builds, conversations soften. But structure usually comes first, emotion later.
Both styles need patience, empathy, and that very Progress to Change way of working: knowing when to talk, and when to just sit quietly beside someone.
The Common Thread, Our Values: Support, Integrity, Respect, Empowerment & Accountability, Hope
For all their differences, Ripon House and Cardigan House share something deeply important: the culture our teams bring into the building every single day.
Across both houses, we see:
- compassion
- humour
- calm, steady leadership
- courage in the tough moments
- fairness
- respect
- and a real belief that people can change
That belief is the backbone of everything we do.
It’s the difference between a house and a home, supervision and support, surviving and rebuilding.
Final Thoughts
Working across two very different APs has taught us so much, about trauma, resilience, hope, risk, and recovery. It’s also shown us who we are as a team and an organisation: flexible, steady, human, and committed to meeting people exactly where they are.
Cardigan House and Ripon House may operate differently, but together they reflect the whole picture of what Progress to Change is all about.




I’ve enjoyed working at Progress to Change since 2011. As a CIMA qualified accountant, my role as Finance Manager includes ensuring that our funding and budgeting across both premises is managed effectively, to ensure we provide best use of all the resources available to us. I enjoy a varied role, working as part of the team in the office as well as interacting with numerous contractors, Trustees and colleagues.
I joined Progress to Change in January 2016, initially serving as the Operational Manager at Cardigan House. In April 2022, I transitioned to Ripon House as the Operational Lead, before stepping into my current role as CEO in April 2024.
I joined Progress to Change as operations manager at Cardigan House in March 2022. Prior to joining Progress to Change I qualified as a Probation Officer in 2004, completing a BA degree in Probation Studies to do so. I worked for the Probation Service for 18 years in a variety of frontline settings and I had also previously worked at Cardigan House on a relief basis so I already had a good knowledge of the building and many of the processes.
Alastair joined the charity as a trustee in September 2017 and in September 2022 was elected as its chair.
Prior to joining Progress to Change, I worked across the voluntary sector, NHS and