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: 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.