Excellence in tenant scrutiny

• Project name: Riverside Scotland Service Improvement Group
• Lead organisation: Riverside Scotland

Statement of support

Riverside Scotland has embedded tenant scrutiny at the heart of its service improvement approach through the establishment of its Service Improvement Group (SIG) in June 2023, supported by the Tenants’ Information Service (TIS). In just two years, the SIG has undertaken two impactful scrutiny exercises—reviewing the organisation’s void management process and, more recently, its complaints handling procedures.

These areas were identified as priorities for improvement, and Riverside Scotland actively sought the SIG’s input to shape meaningful change. The group worked in close partnership with staff, reviewing policies, procedures, and performance data aligned with the Scottish Social Housing Charter. They also gathered feedback from tenants and staff to gain a comprehensive understanding of how services were being delivered and experienced.

The SIG’s lived experience brought a valuable perspective, offering practical, tenant-focused solutions. Following the voids review, the group made 17 recommendations, 15 of which were accepted and implemented by Riverside Scotland. These included:

• Enhancing communication with new tenants
• Improving void property standards
• Introducing better reporting on tenant satisfaction.

As a result, Riverside Scotland has seen a measurable improvement in performance, with average re-let times coming down, and increased satisfaction among new tenants.

The SIG’s second scrutiny exercise focused on complaints handling. They submitted 14 recommendations, including:

• Clearer communication throughout the complaints process
• Improved tracking of follow-on repairs
• More consistent resolution times.

While implementation is ongoing, these changes are expected to lead to higher tenant satisfaction and a reduction in repeat complaints.

Scrutiny is now embedded across the organisation. Staff from all departments have engaged positively with the SIG, providing information, attending meetings, and welcoming feedback. This has helped shift internal perceptions—scrutiny is now viewed as a collaborative and constructive process that supports service excellence.

Riverside Scotland are currently working on a calendar of engagement activities for the SIG, focusing on policy, procedural and service reviews, investment works and input on the production of the annual report. This will offer variety and structure to the work the group do whilst also ensuring strong customer influence on policies and decisions.

Riverside Scotland’s board has demonstrated strong support for tenant scrutiny, inviting the SIG to present their findings and committing to act on their recommendations. The organisation has also made scrutiny accessible by offering hybrid meetings, encouraging participation from tenants of all backgrounds and experience levels, and supporting them to build confidence and influence service delivery.

This approach reflects Riverside Scotland’s commitment to empowering tenants, valuing their insights, and working together to deliver better outcomes for all.

Outcomes and achievements

The Service Improvement Group’s scrutiny of void management led to 17 recommendations, many of which were informed by their lived experience. These included practical suggestions such as:

• Retaining good-quality flooring and window coverings to reduce waste and costs
• Using warmer, more homely paint colours to improve the feel of void properties
• Enhancing communication with incoming tenants.

These changes contributed to a reduction in average re-let times and improved satisfaction with new tenancies. The recommendations also supported value for money and a more welcoming experience for new tenants.

Although the complaints scrutiny exercise has only recently concluded, the 14 recommendations made by the SIG are being implemented and are expected to:

• Improve the clarity and consistency of complaint responses
• Reduce the number of unresolved or repeat complaints
• Increase tenant confidence in the complaints process.

The SIG’s work has helped to embed a culture of tenant-led scrutiny within Riverside Scotland, reinforcing a commitment to continuous improvement and ensuring that tenant voices are central to shaping services.

• Project name: Lettable Standard Scrutiny Project
• Lead organisation: Osprey Housing
• Partner organisation: OTRA - Osprey Tenants and Residents Association

Statement of support

Osprey Tenants and Residents Association (OTRA) shared their desire to complete a scrutiny project to review the existing ‘Lettable Standard’. Due to several new members to OTRA, refresher training on scrutiny was provided and a new scrutiny group was established, and they were provided with a methodology for scrutiny options from their TPAS training session which could be utilised during the project. The group chose their preferred options to undertake their investigation, including analysing policy documents, interviewing staff and visiting current voids to score the standard against what was being offered to incoming tenants. The group were provided administrative support by Osprey and produced a full scrutiny report with recommendations for improvements that cross referenced how these standards met the Scottish Social Housing Charter outcomes.

Tenant representatives were provided with key performance information to allow them to understand our progress against these targets. OTRA also produce an annual report for the wider tenant base which highlights how Osprey are performing as a landlord against the Scottish Housing Regulators ARC Indicators and benchmarked against peers. In addition to OTRA’s involvement in the ARC scrutiny and approval process which is presented to OTRA ahead of being signed off by the Osprey board for submission. Additionally, three internal KPIs linked to the lettable standard were highlighted and previous performance detailed during scrutiny meetings to enable comparisons to be made. 

The scrutiny project led to 13 suggested changes to the current processes which are reflected in updates to the Void Management Policy. The following key changes have been implemented:

• Changes to how we record tenant satisfaction with the lettable standard: A change has been made to how we gather tenant satisfaction following the sign up, at the first home visit. This will allow us to better understand satisfaction with the lettable standard, seek further suggestions for improvements and offer new tenants options to engage in service improvement
• Reconsider the current decoration voucher scheme: It is hoped that a review will provide better value for money and better product for tenants
• The final void inspection was previously done post works but prior to the final clean – this now takes place following the final clean to uphold standards
• A new ‘cleaning standard’ has been produced as an appendix to the Void Management Policy: This should address the issues highlighted around the consistency of cleanliness at void
• Where good quality flooring is left Osprey will undertake minor repairs to make it good for the incoming tenant: A new budget has been provided for this.

The scrutiny project was finalised in May 2025 with recommendations signed off by SLT and the board. We won’t be able to appraise the impact of these changes until they have been embedded into the void process over the next 12 months. However, we are optimistic that they will lead to a number of benefits for incoming tenants and organisational performance since the changes were implemented has already demonstrated improvements, particularly a noticeable improvement in the cleanliness of properties at the final inspection. 

Whilst Osprey has undertaken several scrutiny projects in the past. The recent success of this project has provided a renewed energy to OTRA which supports our ambition for meaningful tenant engagement ensuring that scrutiny is imbedded within our organisational culture and that projects are tenant led and meaningful. We aim to continue this approach going forward, enabling Osprey tenants to scrutinise any aspect of service provision that they would like.

Outcomes and achievements

This scrutiny project has enabled cross departmental working, providing a shared understanding of how balancing the lettable standard and our value for money objectives affects incoming tenants. 

The current OTRA members have shared that they feel that the work of the resident’s association has real purpose and they have welcomed the changes made in response to their efforts with the scrutiny project. Doreen Rippoll, chair of OTRA shared the following.

• “This process allows for interaction between OTRA members involved in the scrutiny process, management and board members, which in turn means that OTRA always have an open line of communication with Osprey/board members”.

Osprey’s Void Management Policy routine review was delayed to align with the outcomes of the scrutiny project and enable the tenant views and recommendations to be incorporated. 

The consistency of cleanliness at void was a key issue for the group and we have now developed a ‘cleaning standard’ to clearly define expectations for contractors.

Ospreys average time to re-let a void property has improved by more than four days since the scrutiny panel’s recommendations were put into place.

We have revaluated the ways in which we capture customer satisfaction post void, and we are confident that we will be able to demonstrate an improvement in customer satisfaction over the next 12 months. 

• Project name: Tackling Damp and Mould Together Scrutiny Review
• Lead organisation: Service Improvement Group at Glen Oaks Housing Association

Statement of support

This year marks the 10th anniversary of Glen Oaks Housing Associations (GOHA) Service Improvement Group (SIG), with three founding members still actively involved. Over the past decade, they have become a driving force for tenant-led service design—scrutinising eight key service areas and delivering over 200 improvements. Their balanced approach consistently supports both tenant needs and staff wellbeing.

Their scrutiny begins with a deep dive into our ARC return and performance data, challenging dips and benchmarking against peers to understand results and drive change.

This year, SIG identified damp and mould as a priority, aligning with upcoming regulatory changes. Their lived experience and commitment to tenant wellbeing made this review especially powerful. With Glen Oaks having recently introduced a new Dampness, Mould and Condensation Policy, the timing was perfect to test its effectiveness.

• “GOHA’s Service Improvement Group (SIG) is Scotland’s first scrutiny group to review its landlords damp and mould policy and procedures. Supported by TIS, the group is determined to shift outdated views blaming tenants, and this review is driving real change: Enhancing Glen Oaks’ services, increasing tenant awareness, the SIG report will influence improvements to housing standards across the housing sector via our forums and newsletter. This is collaborative working at its best: SIG identified issues, staff shared insights, and GOHA acted swiftly to improve processes.” Sharon Donohoe, Tenant Information Service.

The review was thorough—benchmarking policies and inspection sheets across five associations, surveying staff and affected tenants, and assessing tenant-facing information. It resulted in 13 examples of good practice and 39 recommendations, many implemented during the review itself, showing Glen Oaks’ commitment to responsive action.

• “Our Service Improvement Group played a vital role in ensuring tenants felt supported—not ashamed—when facing damp and mould. Their scrutiny led to targeted questions in our Triannual Survey, encouraging honest feedback and proactive reporting. Their insight into communication, expectation-setting, and feedback gathering has been invaluable, helping shape a more responsive and tenant-led service. This review not only drove meaningful improvements but empowered more tenants to speak up and be heard.” Laura Strang, GOHA customer experience lead

SIG’s success is rooted in strong relationships with staff, senior management, and the board. Their empathy for operational constraints is matched by their drive to improve the tenant experience. Supported independently by TIS, SIG follows a full-circle scrutiny model—engaging staff throughout, presenting findings to senior managers, and securing board approval.

• “The GOHA board is proud to champion the Service Improvement Group, whose input and advice has been instrumental in driving service excellence. As the voice of our tenants, their benchmarking and reviews have led to extensive improvements over the past decade that have benefited our tenants. Their recent damp and mould review is already making a tangible difference, and new ARC indicators will help us measure that impact. We fully support their recommendations and value their insight in shaping a more responsive, tenant-led service.” Michael Smith, board chairperson

SIG has also played a pivotal role in achieving external recognition through the Customer Service Excellence (CSE) accreditation. Their scrutiny work directly contributed to four out of seven compliance plus awards, showcasing their commitment to tenant-led service improvements that exceed expectations.

The CSE assessor commended SIG’s influence, highlighting that the SIG’s review of the Tenant Participation Strategy helped shape a strategic, inclusive approach to engagement and that the SIG’s scrutiny model which focuses on real tenant journeys, identifies areas for improvement, reports directly to senior leadership, aims to enhance customer experience and drive meaningful change was commended by the assessor. 

An award for Excellence in Tenant Scrutiny would give this dedicated group the recognition they deserve and mark their 10 years of commitment to scrutiny.

Outcomes and achievements

Glen Oaks Housing Association’s Tenant Scrutiny Group, the Service Improvement Group led the way in Scotland by being the first to review damp and mould, setting a benchmark for excellence in tenant-led scrutiny. 

Their pioneering work resulted in 13 best practice examples and 39 service improvements, influencing the creation of a damp and mould champion within the restructured customer service team—strengthening the connection between tenant insight, service performance, and innovation.

Key outcomes include:

• Tenancy support visits now assess tenant understanding and encourage early reporting.
• A co-designed “Tackling Damp and Mould Together” leaflet is distributed with every report and shared via newsletters. As a result, 90.9 per cent of tenants who had reported an issue now feel they understand damp and mould.
• Tenant feedback is actively gathered through transactional and triannual surveys, with transparent reporting of performance and success stories.
• Wellbeing concerns are recorded and referrals to financial inclusion services and energy vouchers, help ensure tenants/homes are warm and well-ventilated.
• Improved reporting for staff via new inspection form and performance indicators.

The group’s strategic influence and commitment to improving tenant experience have earned four Customer Service Excellence Compliance Plus awards, demonstrating the power of collaborative scrutiny in driving meaningful change.

• Project name: For Tenants, By Tenants
• Lead organisation: North Lanarkshire Council

Statement of support

Following an extensive 18-month consultation with tenants and residents, North Lanarkshire Council (NLC) undertook an Option Appraisal in March 2017. The preferred outcome was the establishment of an in-house tenant participation (TP) team, transitioning from 14 years of externally delivered services. This strategic shift enabled external consultancy support to focus on tenant scrutiny, training, and independent consultation, ensuring a more autonomous and responsive approach to tenant engagement.

The decision was driven by the need for impartial advice, enhanced responsiveness to consultation, and a desire to embed tenant scrutiny within the organisational culture of both NLC and the North Lanarkshire Federation of Tenants and Residents (NLF). Since the formation of the permanent TP team in April 2018, externally facilitated scrutiny has led to notable improvements in tenant satisfaction, communication, and opportunities for meaningful participation.

A key contributor to this success is the robust scrutiny framework co-developed by NLC, NLF, and tenants. This framework is continuously reviewed to ensure it remains effective, inclusive, and aligned with service improvement goals.

Tenant scrutiny process

The scrutiny process is structured to ensure transparency, accountability, and tenant-led decision-making:

• Topic selection: Tenants vote on scrutiny topics during the NLF Annual Tenants Conference, placing them at the heart of decision-making.
• Recruitment: The TP team conducts targeted outreach to recruit new and existing panel members, offering both online and in-person information sessions.
• Training: All panel members must complete the “Stepping Up to Scrutiny” training, funded through the TP budget. This equips participants with the skills to examine service delivery, interpret performance data, and develop evidence-based recommendations.
• Preparation: Training includes an introduction to the Scottish Social Housing Charter and a mock scrutiny exercise to build confidence and analytical skills.
• Governance: The TP manager reviews the co-produced Scrutiny Code of Conduct and Terms of Reference with each panel member, ensuring clarity of roles and responsibilities.
• Reporting: Scrutiny panels produce detailed, *evidence-based reports with recommendations, which are reviewed by NLF before being submitted to relevant senior managers.
• Recommendations: Reports include a template for senior managers to respond to each recommendation, outlining actions, timescales, and responsible officers.
• Response: Completed templates are returned to the scrutiny panel within six weeks, ensuring timely feedback and accountability.
• Review meeting: The TP team facilitates a follow-up meeting between senior managers, the scrutiny panel, and NLF to discuss outcomes and next steps.
• Monitoring: Quarterly contract planning and monitoring meetings are chaired by the TP manager and supported by the NLF chair, ensuring ongoing oversight.
• Follow-up: An annual review of all completed scrutiny exercises is presented at the Tenant Participation Steering Group, chaired by the housing convener and attended by senior housing staff.

While scrutiny is externally delivered, its success is underpinned by the TP team and NLF. The TP team plays a central role in coordinating between contractors, NLC, and the scrutiny panel, ensuring all logistical and procedural elements are in place.

Tenant scrutiny is not only embedded within the TP team’s ethos but is also integrated into NLC’s wider performance management and organisational culture. It is a standing agenda item at cross-departmental meetings, and staff across services actively support scrutiny activities, recognising their value in driving service improvement and identifying best practice.

Since 2018, NLC staff have supported scrutiny activities that have focused on key service areas including:

• Reporting a repair
• Housing Revenue Account (HRA)
• Complaints
• Allocations
• Tenant and resident association grants
• Communications
• Estate walkabouts and chairpersons meetings
• Voids
• Retirement housing.

This collaborative and structured approach ensures that tenant voices are central to service development and continuous improvement across North Lanarkshire.

*Evidence can be gathered from many sources:

• "The HRA Scrutiny Group decided to follow the Scotland’s Housing Network Self Assessment framework which means they are undertaking a very thorough review of how the HRA operates and the systems which the council has in place." Freya Lees, North Star Consultancy

Outcomes and achievements

While each scrutiny topic has delivered valuable insights and improvements, the most significant achievement has been the development of a robust, co-produced scrutiny framework. Refined since 2018 through joint tenant and staff collaboration demonstrates a sustained commitment to high standards and effective partnership working.

A particularly tangible outcome emerged from the Retirement Housing Scrutiny Panel. Launched in August 2023, the panel initially aimed to review all aspects of retirement housing. However, it became clear that the scope was too broad, and participants were distracted by personal concerns within their complexes. The TP team and NLF supported the panel in refocusing their efforts, ultimately narrowing the scope to a targeted “Review of Retirement Housing Design and Technology,” concluded, April 2025.

Some panel members were initially disappointed, having joined with specific issues in mind. These concerns were escalated to senior management and the housing convener; it was collectively agreed that a short-lived scrutiny group would not be the best forum for the issues raised. Therefore, commitment was given to establish a dedicated retirement housing sub-committee under the NLF’s structure, providing a more appropriate forum for ongoing issues.

This outcome/achievement reflects the strength of the scrutiny process and the council’s responsiveness to tenant voices.

• Project name: Review of Tenant & Resident Participation in Aberdeen City Council - Working Together for Better Services
• Lead organisation: Aberdeen City Council

Statement of support

Aberdeen Housing Service Review Group - Working Together for Better Services 

Aberdeen City Council has just over 23,000 properties within the city of Aberdeen.

Aberdeen Housing Service Review Group (HSR) was established in 2004. It is an RTO and has 12 members. This group is the umbrella group for scrutiny in our housing service. 

This group wanted to work with the council and be seen as a critical friend. This was clearly shown in the motto the group chose - "Working Together for Better Services.” The group agreed that there would be no restrictions on who could join the group - you did not have to have a computer, a mobile phone, or a certain qualification - this group wanted to ensure they represented all tenants. 

Aberdeen City Council has developed scrutiny over many years and at the pace of our housing volunteers providing training and support. It is not always about saving money but ensuring best value and customer satisfaction. We established a Housing Performance & Budget Group in 2012 – this group sits under HSR Group so all tenants can come to this group to find out the data but do not have to do the physical reviews. This group meets monthly. The group now understands combining the performance with the physical reviews. 

The draft report is submitted to our communication and design team – to check for plain English and to clarify any points but no wording is changed – it is the group’s report - they make suggestions for the cover and suggest messages for the back cover such as get online. The council wants to work with the group to make a visual report – co-production.

To date the group has completed six reviews and one re-review. All recommendations are put into an action plan as part of the report and are implemented unless there is a reason given e.g. technology issues. There is a two-way conversation with the group.

• Review of repairs - 38 recommendations
• Re-review of repairs - made 42 recommendations
• Review of community safety - made 29 recommendations
• The housing management review - made 45 recommendations. 

The Chief Executive of Aberdeen City Council wrote a foreword in the housing management review and a quote from this is. 
“I can think of no better example of putting the aspiration for this way of working into practice than a review such as this. The Aberdeen Housing Service Review Group representing tenants, owners and others are clearly passionate about the services they receive from the council and are keen to work with us in an open and positive way to ensure that improvements are made and continue to be made.” 

• Review of feedback made 23 recommendations
• Review of asset management - made 32 recommendations.

Review of tenant and resident participation – made 36 recommendations and is the review that has recently been completed in 2024/2025. The group wanted to do this review for various reasons including:

• The current tenant participation structure is over 12 years old
• There are very few local tenant groups
• There are very few meaningful tenant consultations
• The housing volunteers feel their knowledge and expertise is not used effectively by the council
• While there will always be a place for traditional tenant participation, increasing the use of digital methods continues to be adopted, bringing TP into the 21st century.

So, the group began this review of TP. This time they designed a questionnaire and posted this on their Facebook network, run by a tenant. They asked the council to email the link to all their 15,000 tenants, with email addresses and the tenants without email addresses were asked to complete a paper copy at the various events over the summertime. The results were disappointing to read that over 50 per cent of the replies, tenants said they had not heard of tenant participation but then again 60 per cent wanted to get involved.

They interviewed various council officers at all levels and the results were the majority thought it was a tick box exercise but once again, officers who were involved in TP, found it very beneficial for the relationship with their tenants. 

The group spoke to the new director and raised their concerns. Eleanor Sheppherd asked the group to present the report to the housing committee in June 2024. The Convenor normally attends the luncheon when the report is presented but this was the first time it had gone to every member of the committee with the updated action plan going back to the committee in six months. Two members of the group attended the committee and spoke very positively about the work they do. The group were so delighted to speak to the councillors. 

At every review the group is improving – the final report is now emailed to 15,000 tenants, the final report goes to a council committee, the action plan is taken seriously and will go to committee but also the housing board. 

Outcomes and achievements

• Scrutiny in Aberdeen City Council is a positive experience - starts at the top of the council – supported by Elected Members, the chief executive and directors
• Every review the group does there is improvement on how the review is done
• The group managed to keep reviewing services even during lockdown using Teams and telephone
• Each review is posted on our web page but also the link is now sent to over 15,000 tenants with email addresses as well as highlighted in our tenant magazine to encourage new tenants to join
• Services in the council welcome the group and see the group as a critical friend
• Services use the group to change the way they deliver their services – have customer buy in
• Each group member giving a council identity badge - gives them a sense of pride
• There is ongoing training provided to the group
• Our group now have the confidence knowledge and experience to present to other tenants all over the North East, Scotland and at national conferences
• Group members participated in the two days Stepping Up to Scrutiny Programme and are being encouraged to support new members
• "What would make you come through the door" is a booklet written by the group showing an innovative approach to encourage new members to the group, to explain to staff what it means for them and has been shared throughout Scotland, Northern Ireland, and Wales
• Our Housing Performance Group has brought officers from different services and directorates to work with our tenants
   
  The council has accepted the recommendations of this group and those they have not accepted they have explained why also the group has accepted the reasons so there is a two-way conversation
• The group has won many national awards including one from ACC – the first winner of the Rita Buchan Tenant Participation Award 
• Aberdeen City Council continues to become a much more customer focussed organisation
• The group has now started another review of community safety – watch this space.

• Project name: Paragon’s Tenant Scrutiny Panel: Small but Mighty
• Lead organisation: Paragon HA

Statement of support

Paragon Housing Association manages around 1,450 homes across three local authority areas in the Forth Valley. At the heart of tenant involvement is our Tenant Scrutiny Panel — a group of eight to 12 tenants who actively shape how we work.

There’s only one requirement to join: you need to be a tenant. The panel has chosen to stay informal, which makes it more welcoming and flexible. But don’t mistake informal for inactive — they’re a committed bunch who meet regularly, often more than twice a month, and always have a couple of projects or working groups on the go.

Panel members are invited to join three meetings of our Housing Management and Investment Sub Committee each year, where they help shape key decisions like our ARC submission, Annual Assurance Statement, and rent consultation. They’re involved at every stage of the rent consultation process, not just asked for feedback at the end.

Beyond formal meetings, panel members are regularly invited to join staff and committee for other events — like the annual benchmarking visit from Scotland’s Housing Network or presentations from contractors. Most recently, they attended a session on damp, mould, and condensation monitors, as well as a demo of a new case management system.

The panel has carried out full scrutiny reviews of our reactive repairs service and complaints process. Their recommendations were adopted and have led to real improvements for tenants. They’ve also represented Paragon at national events, including two Tenant Information Service conferences and the SFHA Housing Management Conference.

One of their most impactful recent projects has been the co-design of our Tenant Communication Profile (TCP). After reviewing complaints, the panel noticed poor communication was a recurring issue. They asked to explore it further and ended up helping design the TCP from the ground up. They even wrote a blog about it, which is now live on our website.

Another ongoing project is the review of our Anti-Social Behaviour Policy. Panel members joined a working group with staff, committee members, and other tenants. Together, they created a new set of classifications and a fresh model for managing anti-social behaviour. They also interviewed our estates officer and uploaded the video to our website to encourage wider tenant involvement.

The panel understands that not every tenant feels comfortable in a formal meeting. That’s why they’ve kept things relaxed. Some members prefer to join online, others contribute by reviewing documents or completing surveys. Everyone’s input is valued.

What makes Paragon’s panel special isn’t its size or structure — it’s the spirit of collaboration. They’re not afraid to challenge staff or committee when needed, and they’re always focused on making things better for tenants. As one panel member put it, after hearing another tenant describe participation as “us and them”:

“Oh, we don’t get that at Paragon. There’s no ‘them’ — we’re all in it together.”

Outcomes and achievements

Tenant Scrutiny Panel: Driving real change

Paragon’s Tenant Scrutiny Panel is far more than a chance for a coffee and a chat — it’s a driving force behind real service improvements. Their recommendations on reactive repairs and complaints have been adopted and implemented, making a genuine difference for tenants. Known for their plain-speaking, no-nonsense approach, the panel has influenced how we consult — they now review paperwork before it goes out, ensuring it’s clear and relevant.

Though not formally constituted, the panel is seen as integral to governance. They receive the same performance data as the management committee, often at the same time, and joint meetings are popular with both groups. Panel members consistently tell us they feel valued, listened to, and empowered to make change.

Scrutiny isn’t just the job of one officer — it’s embedded across the organisation. Everyone, from the director to the receptionist, is accessible and engaged. The panel’s impact is clear: they hold us to account, help shape better services, and remind us that tenant engagement works best when it’s built on trust, openness, and shared purpose.

• Project name: Modernising tenant scrutiny through innovation and inclusion
• Lead organisation: Hillcrest Homes

Statement of support

The Hillcrest engagement team, a small team of only three staff, has transformed tenant participation and scrutiny through innovation, inclusivity, and digital engagement. Recognising that traditional methods such as face-to-face meetings and postal surveys were time-intensive, yielded limited engagement and were not engaged by particular tenant demographics, the team embarked on an innovative project to modernise, reimagine and significantly increase tenant involvement.

The team embraced an accessible and instantaneous scrutiny function by implementing CX-Feedback software, enabling tenants to provide input quickly and conveniently. This platform allows tenants to engage on topics that matter to them, at a time that suits them, resulting in almost 3,000 tenant interactions in 2025 alone—a level of engagement that would have been unheard of through traditional methods.

To further enhance inclusivity, the team rebranded the tenant feedback and scrutiny group, the Interested Tenants Register as the Feedback Forum, following consultation with tenants. After implementing new scrutiny functionality and revitalising and rebranding the tenant group, membership has hugely increased from 600 to over 1,050 members in a single year, thanks also to proactive outreach via phone calls and push messaging.

The engagement team has consulted tenants on a wide range of issues this year, including:

• Environmental and waste management
• Estate-based initiatives
• Hillcrest’s Annual Performance Report
• Tackling Poverty Action Plan
• Digital Engagement Scrutiny Project.

The Digital Scrutiny Project in particular is a standout achievement, gathering tenant feedback on Hillcrest’s suite of digital communications. This feedback has driven significant genuine, tenant-led changes across the organisation’s website, social media and newsletters, ensuring digital channels are fully tailored to the information tenants want, and how they want it presented.

The team has successfully integrated Engagement Plus, a sister product to CX-Feedback, to send specialised push messages via email and text. Campaigns have included:

• Rent First winter campaign promoting financial wellbeing and income management
• Energy top-up publicity in partnership with HEAT
• Waste and recycling updates and local drop-in arrangements.

These campaigns achieved incredible click-through rates of 50–75 per cent, prompting proactive tenant engagement and calls to income management teams. While the team’s innovative approach to digital engagement has been a game-changer, the team has not neglected face-to-face interaction, hosting outdoor tenant events, attending local housing team meetings, and launching the rebranded service at staff conferences.

The engagement team ensures that all tenants, whether they are in very rural locations like Aberfeldy right through to those in key cities, can easily and equally participate in scrutiny activities. 

Through innovative, carefully considered and focused use of CX software, the provider has even recognised Hillcrest as a particular best-practise user, even partnering with Hillcrest in press coverage around the software.

Outcomes and achievements

• Engagement growth: Tenant interactions increased to nearly 3,000 in 2025, compared to minimal engagement that peaked at low hundreds through traditional methods.
• Feedback Forum expansion: Membership increased significantly from 600 to over 1,050 tenants in one year.
• Digital scrutiny impact: Tenant feedback led to significant improvements in Hillcrest’s digital communications, enhancing accessibility and user experience.
• Consultation breadth: Topics included environmental issues, estate initiatives, performance reporting, poverty action planning, and rent consultations.
• Push messaging success: Campaigns achieved 50–75 per cent click-through rates, driving proactive tenant engagement and improved rent account management.
• Sector leaders: Recognised by CX as an exemplar user and at the forefront of digital tenant engagement and scrutiny.

Through innovation, flexibility, and a commitment to inclusion, the Hillcrest engagement team has redefined tenant scrutiny, ensuring that tenant voices shape services and drive continuous improvement across the organisation.

• Project name: Tenant Scrutiny Opportunities
• Lead organisation: Clackmannanshire Council

Statement of support

Clackmannanshire Council’s housing service has reaffirmed its commitment to tenant engagement and scrutiny through the development of a new four-year Action Plan. This strategic framework lays strong foundations for enhancing the ways in which tenants can shape the future of housing service delivery. 

Transparency, performance and scrutiny 

To ensure full transparency, the housing service hosts monthly housing performance meetings. These sessions are open to elected members, registered tenant organisations (RTOs) and union representatives. Key areas of service delivery such as void management, rent arrears, homelessness and tenant participation are reported on in detail. Attendees are encouraged to ask questions and scrutinise performance, enabling a deeper understanding of operational challenges and successes. 

These meetings go beyond simple oversight. They foster a culture of openness and shared problem-solving, where performance can be critically assessed and improvement actions collaboratively identified. This approach has been instrumental in embedding transparency and accountability at the heart of the housing service. 

• June Anderson BEM, chair of Clackmannanshire Tenants & Residents Federation, commented: “As chair of Clackmannanshire Tenants & Residents Federation, I warmly welcome the commitment shown by the housing service in delivering the Tenant Participation Action Plan. The introduction of monthly housing performance meetings, which share clear and open information on service delivery, represents a significant step forward. This approach not only strengthens the voice of tenants but also ensures they have a genuine understanding of the processes that directly affect their homes and communities.” 

Co-design and co-production 

The housing service is committed to co-producing housing policy and services in a way that reflects tenants’ lived experiences. A key example of this is the 2024 rent restructure, which aimed to simplify the rent structure, improve fairness and transparency. The process was shaped by extensive engagement with RTOs and tenants through surveys, consultations and interactive in-person sessions. Tenant feedback formed the foundation of the new rent charging model, which was successfully implemented for the 2024–25 year. 

Policy development also benefits from structured tenant consultation. For example, in creating a culturally appropriate Allocations Policy for the Gypsy/Traveller community, staff conducted targeted engagement including presentations and follow-up phone consultations. This ensured that the policy was shaped by the community it serves. The housing service worked in partnership with MECOPP throughout this process, building strong and effective working relationship. 

In response to the United Nations Convention on the Rights of the Child (UNCRC), the housing service has embedded child-friendly practices into its operations. Key policies are now co-designed with local school pupils and presented in easy-to-read formats. This initiative has been well received by elected members and tenants, who have praised the effort to make complex policies more accessible. 

Community presence and engagement 

The housing service maintains a strong presence at community events. Senior officers regularly attend RTO meetings, providing opportunities for tenants to ask questions and influence strategic decisions. In June, the service increased its visibility at local Gala Days in Menstrie, Tillicoultry, and Clackmannan. These events allowed tenants and members of the public to engage directly with staff and learn more about the Housing Revenue Account, laying the groundwork for future budget considerations and rent consultations. 

To support large-scale maintenance programmes, key partners are invited to these events, giving tenants direct access to services. The council also leads inclusive events such as the Community Carnival, which combines practical support with family-friendly activities. Featuring partners like Police Scotland and local RSLs. It provides a relaxed setting for tenants to ask questions of service providers. With over 200 attendees last year and a growing waiting list for stall spaces, the Carnival is a cornerstone of community engagement in Clackmannanshire.

Outcomes and achievements

Clackmannanshire Council has reaffirmed its commitment to tenant engagement with the appointment of a dedicated tenant participation officer. 

Housing service staff attend RTO meetings regularly. These meetings enable two-way dialogue on operational matters and strategic direction of the service. 

The service is increasingly visible at community events such as local Gala Days. Engagement efforts include raising awareness of HRA activities, with contractors and key partners being invited to these events to support direct engagement with service users. 

The housing service also leads inclusive events like the Clacks Community Carnival, fostering partnership working and trust-building with the community. 

Furthermore, the service is committed to co-producing policies and strategies that reflect tenants needs. A significant rent review was carried out through wide-ranging consultation carried out online, by phone, and via 12 in-person sessions. 

Gypsy/Traveller residents were closely involved in shaping a culturally appropriate Gypsy/Traveller Pitch Allocations Policy. 

A review of complex housing documents is underway following tenant feedback, with young people being engaged through child-friendly policy versions, co-designed with local pupils. 

The housing service hosts monthly service performance meetings which are open to elected members, RTOs, and the public. These meetings provide transparent updates and a forum for scrutiny and service improvement.