Excellence in housing innovation

• Project name: Rapid Access Accommodation - Industry Street
• Lead organisation: East Dunbartonshire Council

Statement of support

Linda has taken a lead role to co-ordinate works required to upgrade an existing building to meet both the council's temporary accommodation standards and trauma informed standards. The building will be opened later this year to provide rapid access to homeless households in the area and will include an emergency “dignity” room which will allow households to have a cup of tea/toast and a hot shower. 

Linda has taken on the project in addition to her role as housing officer (temporary accommodation). She has co-ordinated full refurb works i.e. full rewire, asbestos checks, service of utilities, fire safety, decoration, kitchen refit, refit/stock of rooms, upgrade of exterior of the building and garden area to provide a safe for homeless applicants. 

Linda has been actively involved, often on a daily basis to ensure that the building meets relevant health and safety standards, fire regulations etc as well has putting in personal touches to make the accommodation more “homely” for homeless households who require emergency accommodation. 

The property has been registered as an HMO and will have 24/7 housing support onsite. Linda has been actively involved in the tender process for housing support provider and has been part of the evaluation process. Linda was formerly a housing support officer so understands more than most the personal and professional qualities required for housing support to make a difference to an applicants life and ability to sustain tenancies etc.

Linda has engaged with services such as the HSCP, housing, homelessness, justice services and used the customers voice during the upgrade. The property is decorated to a high standard and offers break out spaces, activities (cooking lessons, housing option workshops, exercises and gardening)/vegetable patches, wellbeing support (i.e. healthy reading/exercise), etc. 

Linda as implemented trauma informed practices throughout the upgrade i.e. consideration with regards paint colour, lighting, decoration and onsite services available to homeless households. 

In addition to the rooms she has also introduced a "dignity" space with will allow households to access the service for a warm shower and/or sleep (room with sofa’s, kettle, fridge, basic foods i.e. cereals, water, tea/coffee, shower and hygiene packs, bunk beds). This is a new approach for the council following feedback from homeless households who return home after making a homeless application; sometimes they just need a space for the night and a shower. 

Her "tea and toast" and “chance to chat” approaches will be a key part of the welcome for any household requiring accommodation. Each room is fully equipped with good quality furniture and decorated to “hotel” standard. Well equipped bathrooms with the basics i.e. towels, toilet rolls, shampoo, shower gel, deodorant, hairbrush, hair dryer etc. TV’s and WiFi in each room. Households, where appropriate will also be offered sim cards with unlimited text messages, calls and data to assist them to apply to other housing providers, complete online forms, carry out job searches, study and update records such as universal credit. 

Laundry facilities are available onsite for residents however also available for other households as/when required i.e. some households using the emergency room (times available daily that support workers can book). 

The kitchen offers excellent space for cooking on a budget chats/lessons. Classes have been arranged on a weekly basis when the service opens. The kitchen is stocked with bottles water, juices and basic food products i.e. bread, butter, pasta, eggs, fruit, teas/coffee and biscuits. These will be replenished via “honesty box” approach from residents. 

Linda has designed the office space for employees with innovation; adjustable desks allow employees to sit or stand at their desk. Separate breakout areas can be booked/accessed for employees also.

Outcomes and achievements

• Emergency flats x2 - operational since November 2024 
• Upgrade of building - April 2024 to June 2025
• Housing support tender - May/June 2025 
• Implementation date - August/September.

• Project name: Street Hubs - A Household Recycling Solution
• Lead organisation: East Ayrshire Council

Statement of support

The way in which East Ayrshire Council’s Housing & Communities has delivered its waste management function has evolved over the last decade and the service has adapted to significant challenges such as introduction of recycling targets. East Ayrshire Council’s Climate Change Strategy was approved by Cabinet in January 2023 and it set the very ambitious and aspirational target of reducing levels of food waste in the residual waste stream by five per cent reduction in each of the following three years, to deliver a 15 per cent reduction in food waste within the residual waste stream by 2026. 

It was recognised that more efficient and financially viable waste management services for residents were required to coincide with the introduction of the new environmental legislation and in August 2024, a review of our waste management services was carried out and approved by council. As a result of this review, a communal sustainability project was formed to roll out Household Recycling Street Hubs to communal blocks of flats previously serviced by mixed residual waste containers. Each recycling hub would include separate containers for general waste, paper and cardboard, plastic and cans, and food and glass.

A short-life working group was quickly established compromising internal stakeholders from a range of departments: housing services, cleaner communities, legal services and the homeowners’ team with the aim of increasing the capture of recyclable material, diverting it away from disposal. The group reached out to community groups and worked with tenants and residents to design a solution to bring recycling to their homes without disturbing the current infrastructure.

East Ayrshire Council has 675 flatted properties which did not have adequate household recycling facilities for residents to meet new requirements. A mapping exercise and physical inspections of the blocks of flats and their external spaces showed that access to kerbside recycling to all communal blocks was needed to bring equity of service to all residents across East Ayrshire. 

The steering group designed the new Street Hubs using feedback from tenants and neighbourhood coaches and include unique features to help promote recycling whilst limiting container contamination. These include visual graphics on the corrals, colour-coded signage to indicate the recycling material, especially helpful for residents where English is not their first language, reversible lids, lid-in-lid and a restrictor plate. The apertures are specifically designed for the material being captured to limit any unwanted material being able to be put in the wrong bin, for example thinner slots for paper and cardboard.

Due to the features being unique, there was no suitable unit in the marketplace, so our own workshops were commissioned to build the Street Hubs bespoke to each site. By bringing the project in-house, changes to the specification could be made to adapt to site requirements. 

The main barrier to household recycling was education and engaging tenants and residents in the importance and ease of disposing of their residual waste in a sustainable way. Prior to the roll-out of a four-month pilot, community waste officers and neighbourhood coaches carried out individual home visits to tenants and residents with an easy-to-follow recycling guide and answered questions about the new system. All residents were given a sturdy, waterproof recycling bag, a kitchen caddy for food waste and free liners to help facilitate the change to recycling to make it easier to safely store their household recycling before taking outside to the hub.

Follow-up visits were undertaken eight weeks after the prototype corrals and neighbourhood coaches continued to engage with tenants and residents while carrying out estate inspections throughout the pilot, seeking their views on the new system. Collection crews were asked to provide feedback on contamination rates during the trial which completed in March 2025, and it was noted that less than five per cent of the recycling containers had any significant contamination. A glass panel within each container allows collection crews to view the contents before tipping into the vehicle which prevents contamination. 

Working across departments has resulted in the installation of 30 Street Hubs providing efficient household recycling facilities for over 47 blocks of flats and every tenant and resident does not have to travel more than 40 metres to their closest hub.

Outcomes and achievements

Case study

In Busbiehill Place, Kilmarnock, an estate that was particularly impacted by littering, fly-tipping, and other estate management problems, it was recognised that a solution was required to mitigate these issues and it was identified as a site for the roll-out of the Street Hub. 
 
The former bin store which was in a state of disrepair was secured and replaced with a new Street Hub, with recycling solutions for general waste, paper and cardboard, plastic and cans, and food and glass. A representative from the Newton Tenants’ and Residents’ Association, Karen Kerr, is happy with the new facility.
 
The project has brought significant environmental benefits. 

Projected diversion from landfill (with carbon saving):

Feedback have been overwhelmingly positive with tenants and residents commenting on how easy it is to organise their household waste and dispose of it in a sustainable way.

• “Having the big bag is really helpful and means I can take my recycling downstairs. It saves lots of space in my flat.” 
• “I feel I’m doing my bit instead of everything going into one bin.”
• “Most of my neighbours wouldn’t recycle. This is a really simple way to recycle.”

The neighbourhood coach has noted an improvement in the appearance of the estate and commented:

• “There’s much more room in the hubs for tenants to dispose of their waste and the environment is much tidier and free of fly-tipping.”

As a result of the feedback, enhanced features for more Street Hubs have been identified, for example, sound damping and new opening features. Taking an innovative approach to this project has helped collaboration between services and with our tenants and residents.

• Project name: Estate Caretakers
• Lead organisation: Yorkhill Housing Association
• Partner organisation: Jobs & Business Glasgow

Statement of support

Pests have become a hot topic in Glasgow with reports of rat activity often making the news. Reduced pest control and bulk uplift services from the council has seen rat activity becoming more common. The association often received complaints of rat activity which is severely distressing to residents. 

We investigated the option of an estate caretaker project and successfully obtained funding from Jobs & Business Glasgow to run a six month pilot. The association employed two temporary estate caretakers whose impact was immediate and significant. Bulk waste is now tackled much more quickly with our own staff carrying out the work. Back courts are cleaner than ever, and this has reduced the impact of rats in our area. Significantly we have received many compliments on their work - "the back court is the best I've ever seen it".

Yorkhill Housing Association is a small RSL and the financial impact of taking on two new members of staff and a van would have been extremely challenging. However, by reducing the use of external contractors, and by bringing some cleaning and basic void works into the caretaker's job description, this has offset much of the costs. In fact only an additional 0.2 per cent rent increase was required to cover the costs of this new project with a similar figure contributed by factored owners which overall substantially reduces their costs to remove bulk waste. 

As such we have been able to create long-term posts for the members of staff, making it a successful outcome for Jobs & Business Glasgow in addition to the success for the association.

Outcomes and achievements

Association staff now undertake bulk uplifts, back court estate management, and minor void works including clearances, painting, lock changes, and joinery. In Q1 of 25/26 we identified that savings have been better than expected - nearly £6,000 greater than was budgetted. Residents opinion has been very positive too, with customers contacting the association to thank the caretakers for their work.

Additionally the members of staff who were initially employed came through an employment programme from Jobs & Business Glasgow. The success of the project has meant that these members of staff have been successful in long-term employment with the association.

• Project name: Maximisation and Sustainability
• Lead organisation: Local Government Authority

Statement of support

North Lanarkshire Council is the largest local authority housing landlord in Scotland with over 36,000 tenants. Housing plays a crucial role in meeting people’s aspirations, and we recognise that an affordable, warm and accessible home is often the foundation for people to meet their full potential. 

Created in direct response to the challenges of welfare reform, a team of income maximisers/sustainability officers were introduced to support tenants to navigate the changes within the benefit system. The teams aim and purpose was to ensure that no tenant missed out on the financial support they were entitled to. Financial assessment, maximising tenants’ incomes and offering support is what drives the process.

Due to the impact of the pandemic and the cost of living crisis the housing service invested significant further resources to increase the size of the team to ensure that the demands for the service from our tenants were met as many families were continuing to face significant hardship. The team offer practical advice and support to tenants throughout their housing journey providing a person-centred, customer focused approach specific to the needs of each tenant. They take time to listen and explain complex processes to tenants which prevents further stress and confusion. By assisting tenants with benefits and securing additional income the team are giving tenants the confidence which enables them to sustain their tenancy.

Early intervention and engagement with tenants is crucial and promoting engagement and participation is key to the work of the team. This has built community confidence in the team and the services offered. The team regularly attend community hubs, neighbourhood centres, retirement housing complexes and homeless accommodation taking the service directly to the tenants who may require assistance. Partnership working is vital in this role to allow tenants who need support to be identified and we work closely with other council services as well as external agencies such as Citizens Advice Bureau, Department of Work & Pensions and Shelter. 

The team have undertaken significant training and gathered vital knowledge. The skills they have developed and by endorsing our ethos of “engagement not enforcement” has resulted in life-changing outcomes for our tenants. 

This service has delivered an incredible impact for many tenants. In the past year, £20 million of additional income has been generated through financial assessments being carried out which has eased the financial pressures on many tenants.

The outcomes for tenants have been hugely successful and the ethos of the team remains solution focused, based on the individual needs of our tenants with the engagement not enforcement approach achieving long term sustainable benefits for our tenants who continue to advise officers our intervention and support has literally been life changing.

Outcomes and achievements

• Generated £20 million in additional income for tenants in North Lanarkshire 2024/25 ensuring tenancy sustainment.
• Completed 9,054 financial assessments with 12,676 claims being made for additional benefits. Mitigated against the migration to universal credit (UC) by offering tenants funding. 671 tenants were provided with funding from the Rent
• Assistance Fund and 3,928 tenants were provided with funding from the UC Assistance Fund to prevent arrears accruing due to the five week waiting period for universal credit. In some cases the award of funding prevented eviction and homelessness.
• Provided benefit advice to over 500 pensioners due to the withdrawal of the Winter Fuel Allowance which prevented many from falling into fuel poverty.
• Assisted young people between the age of 16–26 including care experienced young people/Homes First to access the Household Support Fund which assists with rent arrears and fuel poverty.
• Provided advice and assistance to 3,140 new tenants to ensure smooth transition into their new tenancy. Assisted with benefit checks, applied for Scottish Welfare Grant, completed council tax applications forms, assisted with housing costs for universal credit claims and completed discretionary housing and housing benefit applications.
• With over 18,000 tenants now in receipt of universal credit, assisted our most vulnerable tenants to migrate over from legacy benefits.

• Project name: Rent Income Support Team – Supporting Tenants to Migrate to Universal Credit
• Lead organisation: South Lanarkshire Council

Statement of support

South Lanarkshire’s Rent Income Support Team (RIST) was established by housing services in 2017 in response to the significant challenges arising from the national roll-out of universal credit (UC). Proactively contacting every council tenant who claims UC, the team offers clear guidance to ensure they understand their responsibilities around rent payments with the aim of ensuring financial stability, preventing homelessness, and promoting tenant wellbeing. Since the team was established, it has formed strong partnerships with the UC Service Centre and local Job Centres to ensure a coordinated approach that is focused on achieving positive outcomes for tenants.

Following the announcement by the Department for Work and Pensions (DWP) in April 2024 that housing benefit and other legacy benefit recipients were being notified of their migration to UC, the RIST anticipated an increase in the volume of cases as it directly affected 4,000 tenants in South Lanarkshire. Additionally, the team was preparing for an increase in the complexity of cases as some of the tenants had been in receipt of Employment Support Allowance (ESA) and presented with more complex needs.

To prepare for the increase in demand for the service, the team developed a proactive delivery model to reach all tenants affected by the migration. This included:

Making personal contact with all tenants identified as having received a Migration Notice, setting out the changes and explaining the personal implications and what action needed to be taken to claim UC.

Implementing a comprehensive communication plan aligned with the DWP’s migration schedule, which included targeted social media messaging (via Facebook, X), personalised texts and emails. These messages were important in reaching people who had limited interaction with housing services or the DWP and emphasised the importance of seeking advice before making a claim for UC to avoid any financial loss.

Working closely with housing management colleagues to identify vulnerable tenants, including those with mental health challenges and learning difficulties, the team prioritised these tenants and strengthened partnerships with the move to UC team and the complex case team to offer more tailored support and enable swift resolution of issues.

This proactive model has enabled housing services to respond quickly to emerging challenges and enhanced the ability of the council to better support the most vulnerable tenants, particularly those previously in receipt of ESA.

Feedback from tenants has been positive as they have welcomed the proactive approach and appreciated the time taken by staff to explain the changes, make referrals to other council services and partners, apply for direct rent payments to the landlord and discretionary housing payments. The RIST was also on hand to respond to concerns expressed by tenants about the five-week wait for payment, uncertainty about entitlement amounts, and a lack of confidence in managing online claims, providing reassurance and guidance to reduce the worries experienced by tenants.

Outcomes and achievements

During 2024/25, the RIST delivered personalised, expert advice and support to 5,032 tenants transitioning to UC achieving a 98 per cent engagement rate. This proactive, tenant-focused approach helped tenants to navigate the complexities of UC and contributed to tenancy sustainment and homelessness prevention.

Throughout the year, RIST secured over £90,000 in backdated housing cost awards, directly improving tenants’ financial stability and peace of mind. Their unwavering commitment ensures no tenant was left behind during the managed migration process.

Two case examples highlight the impact of the team, highlighting their hands-on approach to turning complex challenges into real-life stability and supporting vulnerable tenants to achieve financial security:

• A tenant with learning difficulties, initially misreported UC details, received crucial help from a RIST officer who corrected his claim, resulting in a backdated housing award. He was also referred to money matters for a full benefit check to maximise his income.
• Tenants facing mental health challenges overcame initial reluctance to claim UC thanks to persistent officer support, resulting in successful claims, backdated payments and referrals for additional disability benefits.

• Project name: In-House Media Development
• Lead organisation: River Clyde Homes

Statement of support

In-house innovation: How River Clyde Homes' communications team improved efficiency, performance and customer focus. 

The communications landscape for modern organisations has grown increasingly complex. Effective engagement, brand management, and timely information dissemination are no longer optional, but essential for building public trust and achieving strategic goals. For the River Clyde Homes (RCH) communications team, this challenge led to a significant strategic shift: bringing all communications, branding, corporate graphic design and social media function in-house. 

Driven by RCH’s value of ‘Every Opportunity Taken’, this innovation has not only improved the organisation's internal communications but has also generated substantial cost-effectiveness, greater public awareness and improved efficiency for the organisation as a whole. 

Historically, River Clyde Homes relied on external agencies to handle its creative and digital output. While this model offered access to specialised expertise, it was often accompanied by several drawbacks. The reliance on third-party providers created multiple layers of communication, extending project timelines and resulting in an inevitable loss of creative control and brand consistency. 

The financial implications of this model represented a significant and often unpredictable expenditure. Recognising this, the communications team worked to bring these in-house, aiming to create a more agile, cost-effective, and accessible communications strategy. 

This transition was a carefully planned process of recruitment, upskilling and training. Existing team members were provided with training in graphic design software, content creation tools, and organic social media marketing techniques. This investment in professional development was a cornerstone of the strategy, supporting the team to develop into a multi-skilled group, capable of handling a diverse range of tasks. 

By equipping the team with these new skills, RCH continues to foster an environment of self-sufficiency and innovation, where ideas can be generated and executed in a much timelier and more cost effective manner. The results have been evident over the past year - performance has seen a marked improvement, and the removal of external agencies has drastically reduced turnaround times for both routine and urgent design work, including annual reports, customer information, and internal announcements. 

The ability to create content instantly and respond to real-time events digitally has enhanced the organisation's responsiveness and strengthened its connection with the community. This was particularly evident during Storm Eowyn, where the communications team remained in constant communication with the organisational directorates to produce a live timeline of website status updates and social media announcements for customers throughout the course of the day. 

The communications team’s knowledge of RCH's mission, values, staff teams and customers allows for a level of brand consistency and messaging that an external agency could never fully replicate. Every piece of communication now feels more cohesive and aligned with River Clyde Homes' core approach. 

Beyond the performance gains, the financial benefits have been substantial. By eliminating the need for expensive agency fees and print costs, the team has achieved significant cost savings, and this freed-up budget can now be reinvested into other vital areas of the business such as tenant services or property maintenance. 

The shift to an in-house model proves that strategic investment in an internal team can yield both operational excellence and financial prudence, ultimately serving the organisation’s wider purpose more effectively. River Clyde Homes’ decision to bring digital communication, graphic design and social media in-house serves as a clear example of how a innovative and strategic approach can lead to enhanced performance, greater creative control, and substantial long-term value for the entire organisation and the community it serves.

Outcomes and achievements

Stevie McLachlan, RCH customer services director 

• “Since bringing our communications, design and marketing services in-house, the positive impact has been transformative for River Clyde Homes. By integrating creative software and developing existing staff skills, the communications team are now able to be more agile and responsive when delivering projects for the wider organisation. Previously, relying on external agencies often led to slower and frustrating turnaround times, and a lack of direct control over our brand messaging.” 

Aileen Metcalfe, RCH group services director 

• “Bringing our marketing and design fully in-house has not only boosted our internal efficiency but has also provided significant cost savings. The ability to quickly produce high-quality materials, from tenant newsletters to digital campaigns, has allowed us to communicate more effectively with our community. The communication team's understanding of River Clyde Homes' mission and values is subsequently reflected in every project outcome, resulting in a more authentic connection with our staff and customers. This strategic decision has been a great success and demonstrates the benefits of digital innovation in building a stronger, more connected organisation.”

• Project name: Hanover Connect - customers at the heart of a new digital era
• Lead organisation: Hanover Scotland

Statement of support

Hanover successfully launched its new digital platform “Hanover Connect” to provide a lifeline and proactive support to older and vulnerable people across Scotland. 

This cutting-edge telecare platform has been implemented in partnership with Appello, a market leader in digital telecare and technology enabled care, almost two years ahead of the national requirement to switch from analogue to digital, bringing the future benefits of digitalisation to Hanover customers today. Key transformative features of the new platform include: 

• A more intuitive and efficient interface, enabling a smarter and more responsive service to customers
• Easier integration with housing and care systems, generating potential for a truly 360°, person-centred service 
• Quicker, real-time reporting with more powerful analytics- harnessing the power of data to enable quicker resolution of issues and dynamic service resourcing. 

While all Hanover Connect customers benefit, Hanover tenants are further benefitting from Appello’s digital warden call system, creating a fully digital end-to-end solution. This system provides an intuitive, modern interface, empowering residents to: 

• Access emergency support at the touch of a button
• Increase feelings of safety through video-controlled door entry and photo capture functionality
• Proactively notify on-site teams of any additional assistance required through messaging and ‘I’m OK’ button
• Increase movement and social interaction through notifications about activities within the development 
• Reduce isolation through functionality to message and video-call other residents. 

The proactive features build on Hanover’s recent innovative research into the potential of fully digitalised systems to deliver a more preventative and less reactive model, as well as increasing efficiency of routine tasks to enable higher focus on value-add care and support. Funded by the Scottish government, this research highlighted the improvements in wellbeing delivered by increased flexibility and communication offered by fully digital solutions, their potential to support in-person care to be more informed and targeted at those who need it most. 

This new, sustainable model marks an exciting and significant step forward in Hanover’s digital journey, delivering the cornerstone upon which further care and health monitoring features can be seamlessly added. Tenants will be empowered to take more control of their own health, wellbeing and independence and share actionable insights with their support network. While already delivering positively for many customers, the potential for the future is even bigger. 

• “Hanover have been excellent at communicating with us throughout the analogue to digital transition and invited us to collaborate with them on testing to ensure confidence in the new system on our units. Amy and the team are approachable, informative and responsive.” Samantha Somers, Argyll and Bute Council 
• “Working with Hanover Connect is very rewarding. We are helping people to live independently their homes - from quick answer times to dealing with repairs, the new system is easy to use. It positively impacts lives on a daily basis.“ Darren, telecare operator
• “Working at Hanover Connect is more than just a job. We connect with people, empowering them to live independently while providing reassurance that help is just a button-press away. Our team is united by a shared purpose and culture of mutual support. This upgrade will boost operational efficiencies—improving response times” Cody, telecare supervisor
• “Hanover is solidifying its position as a leader in technology by moving from an analogue system to be fully digital. This forward-thinking transition, including the CareNet EVO system, is a clear sign of Hanover's commitment to innovation and progress. This strategic upgrade is more than just a technological shift; it's a move to dramatically improve quality of life, while ensuring that residents have access to a reliable and efficient support system that can seamlessly transition to a high-priority emergency response when needed.“ Appello

Outcomes and achievements

So far, the new system has delivered

• Improved customer satisfaction 
• Increased digital skills in residents and employees 
• Appello now providing fully digital end-to-end solution for 717 tenants on 26 Hanover sites
• Potential efficiency gains 400+ on-site team hours per 100 tenants per year, enabling more focus on value-add services to people with higher needs
• Improved customer engagement in events and activities
• A fundamental, robust digital foundation upon which a wide range of further digital telecare and telehealth services can be built. 

The cost-effective cloud-based approach has brought significant financial savings and reduced time required to produce data for more effective service management, manage complex commercial contracts and gain insights using sophisticated reporting tools.

The project and its success have helped foster Hanover’s culture of innovation and transformation and enabled employees to upskill and gain more experience designing and delivering innovative projects. Hanover is now developing a three-year programme of further innovation projects aimed at positioning itself at the forefront of future care and support services in Scotland – an investment in ensuring that the best possible services are available to those who need them in the future. 

• Project name: Shandwick Street Pilot Project
• Lead organisation: Wheatley Group
• Partner organisation: MAST Architects

Statement of support

The Shandwick Street Passivhaus Equivalent Research Project represents a bold and practical innovation in the delivery of affordable housing in Scotland. Developed within a 47-unit scheme in Glasgow, the project focuses on six pilot dwellings designed to meet or closely align with the proposed Scottish Passivhaus Equivalent Standard. Its innovation lies in demonstrating that high-performance, low-carbon homes can be achieved using mainstream construction methods, materials, and skills—making it both scalable and replicable across the social housing sector.

The project has at its heart a fabric-first approach, prioritising an enhanced building envelope performance to reduce operational energy demand. Wall insulation values were reduced to as low as 0.12 Wm2K, with roof and floor insulation achieving even greater efficiency. Triple-glazed windows were installed to balance solar gain and internal comfort. These measures significantly reduce heat loss and space heating demand while maintaining consistent indoor conditions.

Each of the six homes incorporates a combination of technologies, including air source heat pumps, mechanical ventilation with heat recovery, solar energy systems with battery storage, and high-efficiency electric heating. These technologies were selected not only for their environmental benefits but also for their affordability and compatibility with existing construction practices. The varied specifications across the dwellings allow for comparative analysis, generating valuable insights into the most effective combinations of fabric and services in terms of cost and performance.

A key innovation with direct tenant impact is the integration of real-time environmental monitoring and a mobile application. This technology provides residents with accessible data on their home’s energy performance and offers tailored guidance on system use and energy tariff selection. This supports behaviour change, promotes energy literacy, and enhances comfort—demonstrating how digital innovation can complement physical design.

The project also incorporates offsite manufacturing using a closed panel timber frame system. This system is produced in a zero-waste facility using sustainably sourced timber, with windows and doors manufactured within half a mile of the factory. The proximity of manufacturing to the development site reduces transport emissions and supports local economic activity. This approach not only lowers embodied carbon but also ensures quality control and construction efficiency.

Innovation is further embedded in the project’s quality assurance and post-occupancy evaluation processes. A 12-month monitoring programme is underway to ensure that the homes perform as designed, closing the performance gap and validating design assumptions. This evidence-based approach strengthens the case for future adoption and policy alignment.

The project’s flexible design strategy allows for customisation based on site orientation, budget, and regulatory requirements. By working within the bounds of established construction practices and materials already used across the Scottish social housing sector, the project reduces the need for specialist knowledge or retraining. This ensures continuity with existing housing typologies and construction sequencing, significantly reducing risks related to constructability, programme delays, or procurement.

The Shandwick Street project proves that innovation in housing does not require radical reinvention. Instead, it shows that meaningful environmental and social impact can be achieved through thoughtful enhancement of existing systems. By aligning with anticipated future regulatory standards and delivering tangible benefits to tenants, the project offers a replicable model for sustainable housing that is both visionary and grounded in practical delivery.

This initiative sets a new benchmark for innovation in social housing, demonstrating that net-zero homes can be delivered affordably, efficiently, and at scale. It provides a blueprint for future developments that prioritise sustainability, affordability, occupant wellbeing, and long-term value. The learnings and building performance data generated through the project will be shared with the Scottish government and Building Standards to help inform future housing goals.

Outcomes and achievements

The Shandwick Street project explores opportunities to evaluate options in sustainable housing solutions to meet or approach the proposed Scottish Passivhaus Equivalent Standard. It aims to achieve measurable reductions in energy demand, carbon emissions and, importantly, energy costs for social housing tenants.

Key outcomes include:

• Up to 70 per cent reduction in space heating demand through enhanced insulation and airtightness.
• High-efficiency electric storage heating in two homes, using low-cost, low-carbon electricity during off-peak periods.
• Air Source Heat Pumps installed in four homes, operating at a performance coefficient of approximately three, significantly lowering delivered energy requirements.
• 3 kW solar panels installed in all dwellings, with 5 kWh battery storage installed in four homes and energy diverters to hot water cylinders in two homes, maximising renewable energy use.
• Real-time environmental monitoring and a tenant-facing mobile app, supporting energy literacy and behaviour change.

A 12-month post-occupancy evaluation is underway to validate design assumptions and inform future housing strategy.

By combining enhanced building fabric, low-carbon technologies, and digital engagement tools, the project sets a new benchmark for innovation in social housing. It offers an opportunity to identify a scalable model for delivering net zero homes aligned with Scotland’s future climate and housing goals.

• Project name: Automation of Anti-Social Behaviour Complaint Reporting
• Lead organisation: Falkirk Council

Statement of support

Innovative Approach to Tackling Antisocial Behaviour Reporting

Falkirk Council has adopted an innovative digital approach to streamline how residents report anti-social behaviour (ASB). Residents can now report incidents via an online form on the council website, submitting key details such as the complainant and perpetrator's names and addresses, contact information, date and time of the incident, and a description.

Previously, once submitted, the data from this form was transferred to the Northgate M3 system, producing a PDF and notifying the council’s teams. While this digital form reduced pressure on the contact centre and aligned with the council's broader Digital Housing Strategy—aimed at improving services, increasing tenant satisfaction, and promoting digital inclusion—it still required manual intervention. Officers were still spending around 10 to 15 minutes per report re-entering data into the NEC Housing ASB Module. With approximately 7,000 reports annually, this translated to over 1,440 hours of officer time.

Recognising the need to further improve efficiency, in 2024 the conflict resolution team, supported by the housing IT team, approached the innovation and digital service to explore a fully automated solution. This initiative was also prompted by the limitations of the existing reporting system, which was being phased out and no longer met legal evidentiary standards for ASB-related court actions.

This collaboration led to the Automation of ASB Complaints Reporting Project, which aimed to automate the end-to-end process of logging ASB reports directly into NEC Housing’s ASB case management system. The project team developed a robotic process automation (RPA) tool—nicknamed Marvin by the conflict resolution team—which was developed and implemented over a four-month period and went live on 28 May 2024.

Upon launch, Marvin immediately transformed the process. It eliminated the need for officers to manually input data, thus reducing duplication of effort and improved data accuracy. Marvin accurately and efficiently created new ASB complaints within the NEC Housing system, ensuring reports were promptly registered and ready for action.

Evidence of sustainability

In April–May 2025, a one-year review of Marvin’s performance highlighted the system’s positive impact and identified further enhancement opportunities. An update was developed to improve Marvin’s ability to identify individuals already within the NEC Housing database, even when reports contained incomplete or inaccurate information. This upgrade enhanced the reliability of the system and reduced the potential for duplicate or misdirected entries.

The key outcome of this innovation has been the redeployment of over 1,440 officer hours annually. Instead of data entry, officers can now dedicate more time to supporting residents, investigating incidents, and responding faster to reports—significantly improving customer satisfaction.

Crucially, the system maintains a clear, secure audit trail and records all legally necessary data, making it easier to present robust evidence in court. This has strengthened the council’s ability to take successful legal action against perpetrators of antisocial behaviour, contributing to the safety and wellbeing of communities across Falkirk.

Outcomes and achievements

Improvement of customer satisfaction levels:

Faster response times: The automation of ASB reporting through "Marvin" has freed up significant officer time, allowing staff to respond more quickly to antisocial behaviour incidents.

• "Officers are able to respond quicker to reports increasing customer satisfaction."

Reduced administrative burden on staff: With less time spent on manual data entry (previously over 1,440 hours annually), officers can now spend more time with people and focus on quality investigations, which contributes directly to a better experience for service users.

Improving lives of people in the community:

More effective conflict resolution: By reducing the time spent on admin, officers can dedicate more attention to resolving ASB cases, leading to safer, more peaceful communities.

• "Providing support and investigating incidents of ASB... making our residents feel safe and protected."

Support for legal actions: The system now ensures accurate data capture and a clear audit trail—essential for successful legal actions against antisocial behaviour. This helps create a more secure environment for residents.

The introduction of the automated ASB reporting system (Marvin) has significantly improved operational efficiency, enabling faster responses to report and better support for residents. This has directly contributed to increased customer satisfaction and helped create safer communities through more effective handling of anti-social behaviour cases.

• Project name: Haugh Gardens
• Lead organisation: Falkirk Council

Statement of support

Background

The ‘Haugh Gardens’ site located in the popular residential area of Langlees, Falkirk, and was originally occupied by two and three storey council flats, which required significant investment to bring the accommodation up to modern standards. The density of the development was high, and was proving unpopular with tenants. A feasibility study was completed in collaboration with the council’s in-house design team to establish the best design solution to provide modern family housing to meet the housing needs of the area. The decision was taken to demolish the existing flats, and redevelop the site with modern two storey family terraced homes, and two storey, four in a block, flats. 

The innovative approach

Accommodation provision

The development potential has been maximised by augmenting terraced blocks, with a 50 per cent provision of four in a block flats. The development includes 40 units in total: 20 terraced family homes, and 20 flatted apartments, incorporating a mix of one, two, three and four bed homes providing a wide range of accommodation for two to seven person families. 

Floor plan design

The properties have been designed to comply with the Housing For Varying Needs requirements for amenity and general needs. Living space has been maximised by designing a semi-open plan ground floor living and kitchen/ dining area arrangement. 

External design

To provide a distinctive and attractive character to the development, the form of the elevations has been modulated, and the elevational treatment articulated using a contrasting blockwork and smooth render. Furthermore, a variety of window sizes has been introduced to differentiate between the principal living areas and bedrooms.

The site layout has been designed around a central open landscaped space, which provides a distinctive character and focus. This arrangement also prioritises pedestrian and community use.

Technical design

In accordance with new guidance for fire safety, within the 2021 Technical Standards, the development includes a fire suppression system to serve all properties, providing a system to protect life. During the design process, the in-house design team reviewed two fire suppression options, traditional and an I-Mist suppression system. Each system was reviewed and it was concluded, that the I-Mist suppression system was the most cost effective.

To preclude the standard provision of a ceiling service void, which would have increased costs significantly due to an increase in the floor to floor heights, the design team, in collaboration with the I-Mist system manufacturer, designed a new mist suppression ceiling nozzle arrangement which provide the fire integrity and sound insulation required to meet the Technical Standards; fire and sound tests were carried out and approval obtained from, the Local Authority Building Standards Scotland, to proceed.

Sustainability

The properties have been designed and constructed to exceed minimum insulation and air tightness standards, which reduces heating costs. Each property includes, electric vehicle charging, and a photovoltaic roof panelling system which generates electricity and reduces power bills.

A surface water attenuation drainage system has been designed within the central courtyard area, mitigating the impact of surface water drainage. 

Evidence of success

The development has proved very popular, and was oversubscribed by council tenants, and all units were occupied within two weeks of completion.

The local housing office has received very positive feedback from tenants, quoting:

• "I like my garden, I didn't leave the house in my last place, I've only been here a few months, and already know my neighbours'
• “I like the open space around the houses, and that everyone has somewhere to park"

This is evidence that this development has improved the lives of people in the community.

Outcomes and achievements

The innovative approach taken in the building design and the site layout has provided affordable council housing which has improved the quality of the health and wellbeing of the families. This is evidenced by the positive comments received from tenants, and the popularity of the development.

Furthermore, the development of the new one hour fire rated I-Mist sprinkler head, for use in this project, was the result of collaboration and co-operation between the design team and I-Mist. The new system was tested to achieve certification for the fire and acoustic requirements of a separating floor construction to meet the new Technical Standards, dated March 2021, and had distinct advantages:

• In contrast to the traditional sprinkler system from a tanked supply, without fire rated sprinkler heads, there is no requirement for external water supply pipework, nor tanks, and minimal internal space to accommodate the pump and pipework.
• There was no requirement for a service zone within the first floor construction, and allowed the standard floor to floor height of 2.7m to be maintained.
• These efficiencies contributed to the project being completed over £400,000 below the contract figure.

• Project name: Butterbiggins Road, Glasgow
• Lead organisation: C~urb

Statement of support

Reducing under occupation of family homes and making the best use of the housing stock. Preventing falls and hospitalisation in an ageing population. Breathing new life into disused sites to tackle the housing shortage. These issues are addressed innovatively at Butterbiggins Road. 

This blended solution delivered affordable housing whilst regenerating the existing community of Govanhill. This innovative approach provides homes for older generations including a range of budgets and tenures. 

C-urb facilitated a retirement living development in partnership with Glasgow City Council and Govanhill Housing Association. The project used an innovative strand of the Scottish government’s New Supply Shared Equity (NSSE) Scheme aimed at those many are now terming ‘last time buyers’ seeking a quality property suited for the longer term. 

With 60 social rented homes for Govanhill HA, 33 mid-market rent (MMR) for Link, manged by C-urb lettings, and 28 NSSE homes sold by Link, a new community of over 55’s has been developed with benefits to residents, surrounding businesses, and the wider community. The new residents free up often larger properties for others in need whilst gaining a future proofed property with accessible features in a vibrant ‘20 minute neighbourhood’ close to Glasgow city centre. 

With sustainable and accessible design, feedback has been glowing on the development’s credentials and positive impact on residents’ lives. 

Work to market and allocate properties took collaboration across C-urb’s development, lettings and factoring teams alongside other partners, all working innovatively. For example, producing an all tenure welcome newsletter; and using social media, commercial advertising and tapping into local authority and community networks to market properties and minimise voids. 

Feedback from residents shows how important social connection is for their wellbeing, not to mention the wider benefits: 

• “The flat had everything in place … the social space and communal garden are so relaxed. Downsizing to a 55+ development has been a great decision. There’s a good feeling of community here and I have much more time and energy to enjoy it”. Maggie, NSSE buyer 

The resident lounge, shared outdoor space, scooter store and accessible features help prevent isolation. 

• “The location is ideal with easy access to public transport, local shops, and restaurants. Everything I need is within walking distance. There has been a real sense of community here with functions taking place in the residential lounge every month. It has been a brilliant move for me on every level. This is now my forever home.” Stephanie, MMR tenant
• “I absolutely love my new apartment. I sell new builds myself and am very impressed with the size of the rooms and the finishings. I have privately rented for the last 10 years and never thought at my age I would get on the property ladder again... Best move I've made.” Karen, NSSE buyer
• “A major attraction is accessibility and the peace of mind as we moved from a second floor flat in a tenement. It is reassuring to rent our flat for the rest of our lives. The building is managed superbly. Our first flat after we got married 44 years ago is around the corner in Langside Road, and this feels like coming home.” Shona and Francis, MMR tenants
• “The best move I have ever made...I feel more secure just stepping into the shower rather than climbing into a bath. The facilities are second to none...the Residents Lounge is a great place to catch up with other residents. My family are so happy I moved here as they see a massive difference in me... contented, happy, feeling secure, and my well-being overall.” Mrs Rushford, MMR tenant

Outcomes and achievements

A disused bus station has been transformed through C-urb’s partnerships, into a vibrant affordable community of social rent, MMR and NSSE homes to help: 

• Enhance the neighbourhood and sense of community in Govanhill 
• Prevent unnecessary falls/ hospitalisations through the accessible features
• Limit carbon emissions through a fabric first approach and solar panels to help keep utility costs down
• Free up 15 owned, 23 private rented, and 15 social rented homes from the MMR and NSSE residents alone, many of whom moved from homes that posed trip hazards, were significantly underoccupied, or with relatives
• Reduce the waiting list for social housing with the allocation of 60 social rented homes by Govanhill Housing Association in the development.

Resident feedback sums up the benefits of this community, delivered by C-urb in partnership with the Scottish government, Glasgow City Council, and Govanhill Housing Association. 

• “I love the central location with easy access to shops, services and excellent public transport, plus the lift in the building... it’s a joy to live here.” NSSE buyer 
• “Have been extremely impressed with not just the flat, but the information, attention to detail, professionalism and support from Adam and other members of staff from the very start…” MMR tenant