Housing-led approaches to ending homelessness

• Project name: Clovenstone Close Phase 1: Every Home Matters
• Lead organisation: Prospect Community Housing
• Partner organisation: City of Edinburgh Homelessness Prevention Team 

Statement of support

Prospect Community Housing is a community led housing association, proud to be firmly rooted within Wester Hailes for over 35 years. Whilst the provision of good quality affordable homes forms the association’s core business, it also recognises the importance of broader based services to help build a strong and vibrant community, and works closely with tenants and community partners to identify issues and develop shared solutions. 

Edinburgh’s housing emergency meant 7,451 homeless households needed a permanent home last year but faced a wait of around three years. Prospect alongside other social landlords has been helping tackle this crisis, with over 65 per cent of Prospect allocations going to homeless households. Every affordable home matters in Wester Hailes where the average number of bids per property last year was 240, and only 132 were advertised. The new Clovenstone Close development being built by J Smart & Co offered an opportunity to respond to these local needs. Prospect was already taking ownership of 24 of the flats. A successful application to the Scottish Government Acquisition Fund enabled the purchase of an additional 15 two-bedroomed flats. These were used as a basis to house 15 homeless households nominated by the City of Edinburgh (CEC) homelessness prevention team.  

Providing a new home is only part of a successful housing led approach. Prospect has a 100 per cent tenancy sustainment rate for homeless households over the last two years, produced through a holistic model that aims to give each new tenancy the strongest start possible. This was applied to each step of working with the identified 15 households. Prospect staff worked closely with CEC staff in a strong partnership that put the immediate reduction of homelessness alongside a range of tenancy support measures designed to improve long term success.  

Locality familiarity 

While the primary driver for nominations was each household’s homelessness status, CEC staff also looked for local connections, proximity to family, employment etc. This meant the tenants arriving from homeless backgrounds had some prior knowledge of Wester Hailes and there was more expectation they could settle there with support systems in place.  

Use of downsizing 

Prospect already promotes downsizing knowing that it both releases larger sized properties and enables downsizing tenants to benefit from reduced bills and more manageable space. Using downsizing in this instance enabled Prospect to offer a greater variety of home sizes benefiting larger homeless households. Staff took a pro-active approach, encouraging existing tenants under occupying larger family homes to consider downsizing to the new build flats. These larger homes were then allocated to CEC nominations. 

Building a sense of home 

It can be daunting to move into an unfurnished property. To aid tenancy sustainment, Prospect offered carpets and flooring alongside bedding, curtains and curtain rails. All the new tenants had an appointment with Prospect’s welfare rights officer who carried out a benefits check, and supported each tenant to apply for any grants and payments they were eligible for to help purchase furniture, household items etc.  

Creating community 

Clovenstone Close Phase 1 was set up as two stairs. By offering some Prospect preferred allocations alongside the tenants downsizing, Prospect was able to build communities of new and long-term tenants. This helped ensure a strong stable start within each stair. Properties freed up by Prospect tenants moving were then offered to some of the nominated homeless households, again placing them in stable stairs and established neighbourhoods. Prior to sign up, the new Clovenstone Close tenants were also asked to a couple of informal meetings at Prospect’s office so that they could meet each other as well as finding out about Prospect’s services and projects. 

Outcomes and achievements

Tenants who moved into Prospect homes said that the experience meant they felt supported and rooted within the area. Flooring was the most popular support provided.  

• “I feel amazing that I have been given this opportunity to have a brand-new flat for myself and my son” 
• “That I was also given curtains and duvets, such a kind gesture thank you so much.” 
• “Having a welcome pack. It’s a small touch that goes a long way in helping people feel settled.” 

The experience of delivering Clovenstone Close Phase 1 has further informed Prospect’s approach to reducing homelessness. Alongside other local housing association partners, Prospect is part of the Scottish government funded ARCHIE Getting Settled project. New homeless households can access housing support alongside funding to help create conditions for a stable tenancy start.  

The success of Clovenstone Close Phase 1 has encouraged Prospect to consider other innovative ways to increase the range as well as the amount of social housing stock available in the area. Prospect’s “downsizing supersizing” focus maximises the economic and social value that downsizing offers within a homelessness response model, an approach that is easily replicable, benefits new and long-term tenants, and recognises that every home matters.  

• Project name: Mental Health and Wellbeing Services for Tenants
• Lead organisation: Link Group Housing Services
• Partner organisation: LinkLiving

Statement of support

Addressing homelessness requires proactive, cross-sector prevention focusing on financial stability, social connections, and health within inclusive communities. Link Housing and LinkLiving have developed and expanded three trauma-informed housing management and mental-health support services specifically aimed to prevent evictions and sustain tenancies among vulnerable tenants: HoME (Help on Managing Everything), Building Resilience for Better Homes, and The Hoarding Support Service.  

The reduction in investment in affordable social housing and a crisis in health, welfare and social care services has resulted in significant difficulties in tenants accessing appropriate, timely statutory support. LinkLiving have therefore developed these services as a means of ensuring that tenants have access to the right support, when they need it.  

Link Housing and partner housing associations have responded to Scotland's housing crisis by prioritising homeless applicants and allocating a significant portion of their housing stock to them. Many of these tenants have complex needs, and both HoME and Building Resilience offer essential support to help these tenants thrive within their homes.  

HoME launched in Falkirk in 2019 to provide intensive housing management support to tenants at risk of eviction. HoME successfully prevented the possibility of an eviction among 46 tenants in its first year, demonstrating the effectiveness of upstream prevention efforts. 

The support focuses on tenancy sustainment skills, improving living conditions, reducing rent arrears, accessing grants, arranging repairs, and making referrals to specialist services where appropriate. These services work closely with housing officers to achieve personalised tenant outcomes and foster healthy relationships with housing teams. 

In 2020, after the success of the HoME pilot, the service was extended to support Edinburgh tenants. From 2021 Link Housing extended the HoME service to further areas, which include Cumbernauld, Glasgow, Paisley, Ayr and West Lothian. The HoME service has become embedded within the Link Housing provision for tenants as a prevention to homelessness. 

Recognising the mental health challenges faced by all 108 tenants supported between 2019 and 2021, LinkLiving launched “Building Resilience for a Better Home” in 2021, a self-help service focused on the development of coping strategies to improve tenants’ mental health and therefore their ability to sustain their tenancies. Most recently, we introduced a hoarding practitioner role to provide specialist support to tenants for whom hoarding is an issue. This ongoing development of service provision demonstrates the agile and flexible approach we take to addressing the changing support needs of tenants.  

The ability to replicate these services is demonstrated through the increasing number of partnerships LinkLiving have established in the delivery of these services over the last four years. In addition to the ongoing partnership with Link Housing Association, LinkLiving also works closely with Paragon Housing Association (since 2021); Larkfield and Oaktree Housing Associations (since 2023). LinkLiving is committed to extending these partnerships to other housing providers who may be interested in the services.  

The benefit of the services that LinkLiving provides to housing partners is evidenced in reduced eviction rates for tenants who engaged with the services. In 2024/25, the sustainability rate for Link Housing was 94.01 per cent.  

Further evidence of the positive impact of the service is demonstrated through feedback received from housing partners as follows: 

• “The service is invaluable and can be such a lifeline for tenants.”
• “HoME has been an invaluable resource for our team. They have dealt with some very complex cases and worked well to help our tenants improve their homes whilst having to deal with some tough situations. They make such a difference to tenants’ lives.”
• “The support the Building Resilience team provides helps the tenants to overcome various challenges, enabling them to communicate and engage with housing and additional support agencies”.  

Outcomes and achievements

The provision of these services has seen a significant increase in tenancy sustainment and a corresponding reduction in eviction proceedings for tenants we have supported. 

To date, our services have worked with a total of 1,017 tenants (HoME: 824; Building Resilience: 193), 80 per cent of whom have achieved positive outcomes. Tenant feedback has been overwhelmingly positive with many reporting the services were a lifeline.  

Tenant feedback  

• “I suffer from depression and needed help. My HoME worker helped with everything including benefits. My flat feels like a home from a grant they got. I feel better, not as depressed or stressed. I no longer do without electricity. Thanks to Link and especially HoME for helping. It is a great service which has improved my confidence, and it feels great waking up to a flat that looks good”.  
• “It’s been really beneficial service to us, we’d still be struggling with our home environment without it. Also, we found out about other services we could be referred to if needed”. 
• “Working with HoME I've got my flat painted, a new carpet and my repairs up to date. I'm just waiting to hear about the Adult Disability application they helped me fill out”.  

• Project name: IPRS (Intensive Peer Recovery Support)
• Lead organisation: Blue Triangle

Statement of support

Blue Triangle is a registered social care provider and registered social landlord (RSL), providing safe, psychologically and trauma-informed housing support at 29 services across 10 local authorities in Scotland. They are celebrating their 50th year and have recently been named SCVO’s Scottish Charity of the Year 2025. They support over 400 people daily across their services, who are vulnerable to homelessness and related issues. 

National statistics suggest that almost 3,000 people self-referring as homeless reported having drug or alcohol issues. Our own survey data, based on self-reporting, indicates that at least 16 per cent of Blue Triangle’s supported people have been adversely impacted by drug and alcohol use. Observations from staff suggest that the true figure may be even higher.  

IPRS 

Blue Triangle currently runs four Intense Peer Recovery Support services (IPRS) in Argyll & Bute, South Ayrshire, North Lanarkshire and West Dunbartonshire, funded by the CORRA Foundation.  

These services exist to: 

• Provide person-centred support to help individuals in recovery sustain their tenancies and thrive 
• Empower individuals to become more connected to their communities 
• Reduce stigma surrounding addiction and recovery. 

The IPRS referral process is designed to be multichannel, consistent with a No Wrong Door Approach, and as a streamlined and straightforward as possible. Referrals can be made “indirectly” via partner agencies or “directly” via self-referrals in-person, on the phone, by email, or other contact methods. Individuals who may have previously participated in recovery services but later disengaged are encouraged to re-engage. 

Support is person-centred and bespoke to the needs of individual supported people. For example, RISE, in West Dunbartonshire, offers tailored one-to-one addictions support and access to rehabilitation services via two IPRS workers.  

Harm reduction is a major focus of IPRS. Staff are trained in the emergency use of Naloxone and then provide training sessions for supported people and the wider community. As well as reducing the risk of overdose deaths, this ensures the public are better informed about the reality of drug use.  

Tenancy sustainment 

Having a safe and secure home is key to recovery. Nearly all referrals to our IPRS services have experienced chronic difficulties in sustaining tenancies. Working with Blue Triangle colleagues and external partners, IPRS workers help supported people to work on anti-social behavioural issues, general upkeep & property maintenance, cleaning, budgeting, bill-paying, cooking, and anything else which may be contributing to breakdown in tenancies. 

Partnership working and community engagement 

The success of their IPRS services is dependent on their working effectively with local partners. In West Dunbartonshire, for example, they work with the following local organisations: 

• Recovery: West Dunbartonshire ADP; Alternatives; Safe as Houses; West Dunbartonshire Overdose Response Team; Turning Point; Northwest Recovery; New Ways; Ashton View; Harper House; Scottish Drugs Forum 
• Community: Sweet Success Café; Old Kilpatrick Food Parcels; CATRA, Venture Trust 
• Justice: Rape Crisis; Criminal Justice; Caledonian System; Police Scotland 
• Health: HSCP; Young People in Mind; NHS Mental Health Services; Suicide Prevention Group. 

IPRS coordinates service delivery with these specialist partners, to avoid “siloisation”, minimise duplication and close gaps, thus increasing the efficiency of allocating support resources and maximising the positive impact on people’s support journeys. 

IPRS workers signpost or refer supported people to these services as appropriate to their support plan. IPRS workers actively encourage supported people to attend appointments and events with these organisations, and are happy to accompany them and advocate for them as needed.  

It’s not just about attending recovery meetings. By helping supported people to participate more in the life of the wider community, the stigma and isolation associated with addiction is reduced, and the mental health and resilience of the supported person is improved. 

Outcomes and achievements

• Improved rates of tenancy sustainment amongst people in recovery 
• Improved (re-)engagement with recovery services, with hundreds of referrals to our IPRS services during 2024-25 
• Enhanced coordination between recovery services and associated partners 
• Reduced stigmatisation and isolation of people in recovery 
• Recent funding extension for three years (Breakthrough), in recognition of the excellent improvement outcomes delivered. 

Testimonials 

• “Bob and Alison have done a lot for me and always help me and are always there for me when I need help in my addiction by taking me to recovery meetings… If it wasn’t for them believing in me I wouldn’t of got where I am now without them.” – Supported person, RISE, West Dunbartonshire 
• “KW’s [supported person] story is one of the stories I am most proud of. From where she started to where she is now is fantastic to see and be part of.” – IPRS worker, SORCHA, Argyll and Bute 
• “I am so glad that I picked up the phone and spoke with them. They always tell me that I did the hard work. But Breakthrough stood by my side and helped me to make the changes I needed to when I felt there was no hope.” – Supported person, Breakthrough, North Lanarkshire 

• Project name: Homeless Prevention
• Lead organisation: Falkirk Council

Statement of support

Falkirk Council is proud to champion a proactive approach to preventing homelessness across our communities. We have established a dedicated homelessness prevention team, operating within the housing needs service. Our core aim is to empower individuals and families to remain in their homes or transition smoothly into secure, suitable accommodation, always with dignity and support.  

A key priority is ensuring that everyone in Falkirk is aware of the support available and knows how to access it. This aligns with the upcoming ‘Ask and Act’ duty in the Scottish Housing Bill, which will require relevant bodies to proactively inquire about housing needs and respond appropriately. Falkirk Council is already preparing our services and communities for this transformative change.  

Comprehensive support across key areas  

The team provides tailored advice and assistance across a wide range of housing-related challenges, including:  

• Home-related issues: Family breakdown, anti-social behaviour, hoarding, and self-neglect 
• Landlord relations: Guidance on notice to quit procedures. 
• Financial concerns: Support with affordability and money management 
• Housing applications: Help registering with Falkirk Council and registered social landlords 
• Bidding process: Assistance navigating online housing platforms  
• Private rentals: Information on local private lets and the Deposit Assistance Scheme  
• Specialist housing: Support for those whose current home no longer meets their needs  
• Homelessness process: Clear guidance on what to expect if homelessness cannot be prevented.  

In addition, the team completes referrals and applications for a wide range of support services, including debt and welfare advice, tenancy sustainment, family mediation, Social Work, and access to relevant grants. They also actively participate in multi-agency meetings, ensuring a coordinated approach to meeting people's needs.  

Collaborative and community focussed  

The team works closely with external partners to raise awareness and foster collaborative practices that lead to positive outcomes. These partners include:  

• Department for Work and Pensions (DWP)  
• NHS Forth Valley  
• Local family nurse networks  
• Third-sector organisations  
• Private landlords and registered social landlords  
• Community learning and development (CLD) teams.  

With our community learning and development colleagues, the team has delivered housing options training to community groups, helping to build knowledge and resilience at a grassroots level.  

Looking ahead, the team is expanding its prevention work by engaging with secondary schools to educate young people on housing rights and responsibilities. They are also developing stronger ties with A&E departments to support vulnerable patients who may be facing housing challenges.  

Innovative practice in action  

A standout example of Falkirk Council’s proactive approach is the team’s embedded presence within Forth Valley Royal Hospital. By working directly with hospital staff, they support patients with planned and delayed discharges, anticipating housing needs and securing appropriate accommodation to prevent homelessness at a critical time.  

Falkirk Council’s innovative establishment of the prevention team and its collaborative ethos have positioned us as leaders in readiness for the new Housing Bill. Our approach has been recognised in discussions with the Scottish government, highlighting our commitment to good practice and continuous improvement. 

Outcomes and achievements

Through the work of our prevention team, we have achieved the following:  

• Housing advice cases increased from 691 in 2023/24, to 731 in 2024/25 
• Positive case closures rose over the period identified above, with more individuals securing tenancies or remaining in their homes 
• Homeless applications made following housing advice cases decreased 
• We also saw the number of homeless presentations reduce from 1,161 to 1,057 in the same period.  

Collaborative successes include:  

• Working with NHS Forth Valley’s home first and hospital discharge teams to ensure safe and suitable housing for people due to leave hospital 
• Partnering with Aberlour, finance colleagues, and debt support services to secure funding that allowed a family affected by domestic abuse to remain in their home until a planned move could be arranged, avoiding further trauma 

Falkirk Council is not only prepared for the future of homelessness prevention; we are actively working to develop pathways and protocols with other relevant services and agencies. We recognise that working together is the key to preventing homelessness and making a lasting difference in the lives of our residents. 

• Project name: Whole system approach to prevent homelessness and support people to thrive in their own home
• Lead organisation: Turning Point Scotland
• Partner organisation: Fife Council 

Statement of support

Whole Systems Approach (WSA) is a concept developed by Turning Point Scotland and brought to Fife to build on the energy of one of the biggest and most diverse Housing First Programmes. WSA is an innovative designed concept which is match funded and resourced by Fife Council to be interfaced with the council’s No Wrong Door anti-poverty transformational change programme. WSA was initially established in 2023, with the early stages building consensus across partner agencies focussed on homelessness prevention and early intervention. Sessions involving lived experience, and those representing those with lived experience, formed the basis of a workplan and evaluation framework which also encompasses a partnership with Homeless Network Scotland No Wrong Door Scotland movement. The Lived Experience Engagement was also the direct catalyst for the creation of a partnership Task and Finish Group with a focus on out of hours services and rough sleeping. Following agreement at the Ending Homelessness Together Board, the T&F Group report has led to four key actions:  

1. Introducing a public reporting mechanism for rough sleeping, empowering the safer communities team to provide initial support to individuals identified through this reporting 
2. Review and enhancing information on homelessness, emergency and temporary accommodation 
3. Implementing a new end to end out of hours process 
4. In the longer term, review the type and location of emergency accommodation to better meet out of hours demand. 

Based on a learning approach, supported by a learning partnership with Indigo House, a workplan and evaluation framework were developed to take a progressive and co-productive approach to engage organisations from the statutory, independent and voluntary sector in preparation for the homeless prevention duty. The Inception Report was published in May and provided more context to the project and the partnership. 

The Learning Approach is part of the Fife Partnership’s response to the housing emergency and the Scottish Housing Regulator’s assessment of Fife as an area in ‘systemic failure’ with over 2,700 homelessness applications made each year and a backlog of over 1,600 households awaiting a permanent home. WSA has helped to stabilise homelessness applications and mitigate a predicted rise. The Learning Approach has embedded a strong partnership approach across Communities Directorate, Health and Social Care and other services by building capacity, awareness and pro-active action. Linked to community-based welfare charities, the partnership are touching the roots of the homelessness experience in one of the most deprived parts of Fife within a mix of urban and rural communities. Quarterly learning cycle meetings have been scheduled through to March 2027 to support ongoing learning from testing different ways of working and to collaboratively develop the WSA with all stakeholders involved. 

The joint recruitment of a two ‘community navigators’ is the tangible evidence of the partners commitment to engage lived experience and take a pro-active approach to homelessness prevention and tenancy sustainment. The navigators provide direct support to customers in non-conventional community settings and real time experience to the WSA Steering Group with a direct line of governance to Fife’s Ending Homelessness Together Board. Combined with a Task and Finish Approach to issues, the WSA Partnership is creating an accreditation framework for ‘Ask and Act’ and informing the resource requirement and informing the partnership’s dialogue with the parliamentary process. 

Outcomes and achievements

Establish a direct link to the experiences of homeless and potentially homeless households through a team of two community navigators as part of a maturing approach to directly engage customer experience in homelessness policy, strategy and governance. 

We have established a feedback process for individuals who have experienced repeat homelessness, to help identify situations where WSA could help prevent repeat homelessness in the future. 

Improve out of hours services and investigate reported increases in rough sleeping through a Task and Finish approach reporting a series of recommendations to the Ending Homelessness Together Board. 

Developed a real time reporting and response systems for perceived rough sleeping based on a trauma informed approach. 

Directly improve temporary accommodation experiences as part of a developing Temporary and Supported Accommodation Strategy which will be produced in October. 

As part of a wider strategic approach, contained homelessness presentations for the third year in a row despite predicted significant increases in homelessness. 

• Project name: Housing First
• Lead organisation: South Ayrshire Council

Statement of support

Housing First is an alternative approach to providing secure accommodation and support to those who:  

• Are homeless  
• Have a history of repeat homelessness 
• Have complex support needs.  

There is robust evidence confirming Housing First to be successful in improving physical and mental health, reducing offending behaviour and substance use and tackling inequalities of people who are experiencing homelessness and have high support needs.  

Rather than requiring people demonstrate ‘housing readiness’, the Housing First approach focuses on putting in place independent, suitable settled accommodation in the community as first priority. Flexible, person-centred and intensive housing support is then provided to help the household manage their tenancy and improve their wider social, economic and health outcomes.  

Housing First was first introduced in South Ayrshire in 2019 and was subsequently included within the council’s Rapid Rehousing Transition Plan in 2020 as an approach to prevent repeat homelessness for those with complex support needs. The approach to the delivery of support differs from traditional models and is quite specific and importantly person-centred.  

The key issues that the service works to address are: 

• Reducing repeat homelessness from those with complex support needs 
• Improving the quality of life and the health and wellbeing of those supported, in partnership with a range of local services 
• Reducing drug related deaths by applying a harm reduction approach 
• Reducing the use of crisis services and reducing the costs for other services 
• Creating more sustainable and settled communities through social reintegration and reducing instances of anti-social behaviour.  

The Housing First Support Service currently supports 30 households, mostly single adults, is delivered by Housing Strategy and Regeneration and is managed by a multi-agency group made up of key services including; Justice, Additions, Mental Health and the Alcohol and Drug Partnership. The multi-agency group meet online every six weeks to discuss new referrals, hold case discussions to discuss the support requirements of individuals and to reflect on positive progress made by the people supported.  

The majority of households presenting to the local authority for assistance under homeless legislation mostly require secure accommodation with low levels of housing support to ensure they can live well within the local community and sustain their tenancy. There is a smaller number of households who have multiple support needs impacting on their ability to sustain secure accommodation and often resulting in involvement with multiple health and social care services. Support needs can be in relation to addiction, involvement with the justice system, mental illness, physical health conditions and life skills. Housing First provides secure accommodation within a community setting as a first response for people with complex needs, reducing time spent in temporary accommodation and removing the uncertainty and anxiety that homelessness brings.  

This approach differs from traditional support models. Delivery is based on fidelity to seven principals now defined by Homeless Network Scotland:  

• People have a right to a home – prioritising access to secure housing as quickly as possible.  
• Flexible support is provided for as long as an individual needs it.  
• Housing and support are separate – housing is not conditional on a person engaging with support.  
• Individuals have choice and control.  
• An active engagement approach is used.  
• The service is based on people’s strengths, goals and aspirations.  
• A harm reduction approach is adopted. 

Outcomes and achievements

Housing First in South Ayrshire currently supports 30 households and to date 21 people remain in the original tenancy allocated with 13 of this 21 sustaining for over four years, three sustaining for over three years and three sustaining for over two years. This is, for some, the longest and most settled period in their adult lives and the longest period living in secure housing. Additionally, three people have moved to alternative accommodation that better meets their needs continuing to sustain their accommodation and six people have moved home due to personal circumstances including rehabilitation attempts, threats of violence, fire and prison.  

For the people supported by Housing First, tenancy sustainment outcomes are particularly positive. Some people have reduced involvement with Justice, reduced anti-social behaviour, reduced risk of drug death, reduced drug use and increased involvement with recovery communities and other local communities.  

These outcomes have been achieved by a caring and compassionate team that go above and beyond every day to make a difference in the lives of people who are very much in need of this excellent service. 

• Project name: 11,000 Keys To New Lives
• Lead organisation: Wheatley Group

Statement of support

Wheatley is Scotland’s leading housing, care and property-management group. Group subsidiaries are united by a common commitment to excellence in all they do and a joint mission in 'Making Homes and Lives Better' for the people they work for and the communities in which they live.  

Ending homelessness has always been a key priority for Wheatley and its partners. It is an issue that affects all communities and takes various forms across the diverse landscapes that Wheatley operates. It has become more acute with an increasing number of people and families presenting as homeless.    

When Wheatley launched its five-year strategy in 2021, it set an ambitious target of making 10,000 homes available to tackle rough sleeping by the end of 2026. In August 2024, the organisation had helped more than 8,300 homeless people into a place where they can call home. With a commitment and determination to support people in greatest need in their communities and to play their part on a national level in tackling homelessness, Wheatley increased its commitment by 10 per cent, providing a further 1,000 homes to 11,000 by April 2026.  

William, of Glasgow, was formerly homeless and spent decades living on the streets of the city before getting the support he needed. The 71-year-old now lives in Scotstoun and says getting a home with Wheatley Homes Glasgow turned his life around.  

• He said: “I’m so grateful for my home. My life is full now. Getting the keys to a new house is one small part – the additional support I received is what made the house my home.”  

Wheatley has collaborated with partners to address homelessness by utilising available housing stock and exploring other initiatives. They participated in Glasgow City Council’s downsizing programme, which assists tenants in moving to smaller homes that better suit their needs within preferred locations. By downsizing to a smaller home, properties become available for families in need of larger accommodation.  

With more children in temporary accommodation than ever before, along with longer stays in temporary accommodation, there is an urgent need for these larger homes.  

Wheatley has re-housed 14 households through the scheme, with seven of these homes provided from their new-build development in Easterhouse. An additional 24 households have submitted applications. Two of the four-bedroom properties that the scheme made available housed families who had been homeless since 2019.  

Councillor Ruairi Kelly, convener for housing, development, built heritage and land use at Glasgow City Council, added: “Glasgow’s Housing Emergency requires fresh thinking to help more people into housing that is right for them, and this project is a great example of just that. By moving people and families into the size of homes that meets their needs, we are helping to tackle issues of both supply and demand for housing in Glasgow.”   

Wheatley is sharing insights from this work with other local authority areas it operates in to explore replicating the approach elsewhere.  

In addition, working closely the local authorities and Scottish government, Wheatley converted homes previously identified for mid-market into social rented homes in Glasgow and Edinburgh. The group also brought properties back into letting by acquiring 65 properties - making more social homes available to those most in need. This included working closely with Glasgow City Council to acquire a suitable property for a refugee family who had health needs and required a nine-bed property by converting a children’s home into a larger family home in Glasgow. 

Outcomes and achievements

Through effective partnership working Wheatley has helped over 2,670 homeless people across Scotland put a roof over their heads in the last 12 months and provided access to bespoke wraparound supports to make a house a home for people who have experienced homelessness. This was 59 per cent of all lets last year. This is in comparison to the Scottish average of 44 per cent reported by the Regulator for 2023/24. Since 2021 they have provided over 10,700 homes.

Other achievements in 2024/25:  

• 21 homes provided for Housing First 
• Maintaining tenancy sustainment for homeless households over 93 per cent across group  
• ‘Flipped’ 133 temporary furnished homes into permanent tenancies. 

In response to the commitment of 11,000 homes. The Housing Minister at that time, Paul McLennan welcomed the support by Wheatley.  

• He said: “I am pleased Wheatley Group are supporting our efforts to tackle homelessness and the housing emergency by committing to make available a further 1,000 affordable homes for homeless households by 2026. As Scotland’s largest social housing group, Wheatley has an important role to play in our combined efforts to ensure that everyone in Scotland has a safe, warm and affordable home that meets their needs.