Housing organisation of the year

• Project name: Beyond Bricks and Mortar: Riverside Scotland’s People-First Approach Delivers Lasting Change
• Lead organisation: Riverside Scotland

Statement of support

Riverside Scotland has demonstrated exceptional leadership, innovation, and impact in the housing sector over the past year. Through pioneering services, strategic partnerships, and a deep commitment to tenant wellbeing, the organisation has not only improved housing outcomes but also influenced wider policy and practice.

Leading change in housing policy

Riverside Scotland is proud to lead Scotland’s first Housing First for Families service, a groundbreaking initiative offering intensive, person-centred support to families at risk of homelessness. In 2024/25, the service supported 40 families in North Ayrshire, earning a “Very Good” rating from the Care Inspectorate. Its expansion into Dumfries & Galloway reflects its success and growing influence in shaping family-focussed housing support models across Scotland.

Delivering exceptional services and outcomes

Riverside Scotland’s commitment to tenant wellbeing is evident in its wide-ranging support initiatives. The affordability officer secured over 393,000k in financial gains for tenants through expert money advice, while the Helping Hands Fund provided 5,000k in emergency support for essentials like food, fuel, and furniture. The Bed Poverty Fund, in partnership with Bell Group and James Frew, delivered 20 beds and bedding to families in need. And driving lessons were funded for four tenants to support independence and employment opportunities.

The organisation launched a device lending library and partnered with digital inclusion agencies to bridge the digital divide. Community wellbeing was supported through a vibrant programme of events in retirement living schemes and neighbourhoods, alongside B&Q vouchers for home and garden improvements.

Customer satisfaction was 87 per cent in the latest customer survey conducted in spring 2025.

Empowering communities and building futures

Riverside Scotland’s approach to community empowerment is both practical and inspiring. The Community Fund enabled local groups to deliver family fun days and school holiday events, fostering stronger community ties. Tenants in crisis were supported through tenant partner budgets, while Cash for Kids applications and food bank partnerships ensured no one was left behind. 

A standout initiative was the House to Home project in Kilwinning, delivered in partnership with Bell Group and CEIS Ayrshire. Four unemployed young people redecorated a local community hall, gaining hands-on experience in painting and decorating. Two participants have since applied for apprenticeships—demonstrating the project’s life-changing potential.

In 2024, Riverside Scotland launched its Communities & Livelihoods Strategy, a long-term commitment to improving tenant wellbeing and strengthening neighbourhoods. Key outcomes included a tenant-led review of the complaints process, customer consultations on planned maintenance, health and wellbeing activities, and new partnerships with employability agencies. 

Investing in people and the future of housing

Succession planning and professional development are embedded in Riverside Scotland’s culture. It actively promotes housing as a career choice, offering school placements and work experience opportunities. In 2025 it supported a week-long school placement, gaining insight into tenant participation, estate management, and community wellbeing. This initiative reflects Riverside Scotland’s belief in nurturing future talent.

Celebrating and inspiring community spirit

To mark Volunteers’ Week, Riverside Scotland launched a campaign to celebrate community champions, whose stories were shared online to inspire others. Winners received 100 pounds shopping vouchers, recognising their invaluable contributions and encouraging wider engagement.

Sustaining tenancies and building resilience

With high tenancy sustainment and low property turnover, Riverside Scotland’s impact is clear. Its holistic, tenant-first approach ensures that individuals and families not only have a place to live but the tools and support to thrive.

Riverside Scotland is more than a housing provider—it is a catalyst for change, a champion of community, and a leader in delivering innovative, compassionate housing solutions. Through its pioneering services, strategic partnerships, and unwavering commitment to people, Riverside Scotland has truly earned its place as a contender for Housing Organisation of the Year.

Outcomes and achievements

Riverside Scotland has delivered outstanding impact across the sector, demonstrating leadership, innovation, and a deep commitment to tenant wellbeing. In 2024/25, it led Scotland’s first Housing First for Families service, supporting 40 families at risk of homelessness with a 100 per cent tenancy sustainment rate and earning a “Very Good” Care Inspectorate rating. The service’s expansion into Dumfries & Galloway highlights its growing influence on national housing policy.

The organisation secured over 393,000k in financial gains for tenants, provided 5,000k emergency support through the Helping Hands Fund, provided 20 beds in partnership with Bell Group and James Frew and funded driving lessons for four tenants. Digital inclusion was advanced through a device lending library and partnerships with tech access agencies.

Riverside Scotland empowered communities through local events, food bank partnerships, and the House to Home project, which helped unemployed young people gain skills and apply for apprenticeships. It also invested in future talent through school placements and work experience, promoting housing as a career.

With 87 per cent customer satisfaction, high tenancy sustainment, and low turnover, Riverside Scotland’s tenant-first approach is delivering real, lasting change. Its celebration of volunteers and commitment to community spirit further cements its role as a compassionate, forward-thinking housing leader.

• Project name: Blue Triangle
• 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 across 10 local authorities. They support over 400 people daily across their 29 services, via:

• Supported accommodation for adults 
• First stop and/or emergency accommodation 
• ‘Housing First’, rapid rehousing, and outreach support 
• Peer recovery outreach support 
• ‘Young Persons’ and ‘Care Experienced’ supported accommodation 
• Gender specific services.

The people they support include young people, homeless families, asylum seekers, and individuals in recovery. They offer not only a safe place to stay, but also the tools to rebuild their lives. More than two out of five of the people supported by Blue Triangle last year have successfully gone on to move into their own tenancies.

CPD

Blue Triangle strives to be an excellent place to work. They have a comprehensive staff development program, from induction onwards. Their in-house Learning and Development Team designs and delivers bespoke training courses for staff, taught by experts with professional and lived experience, at their two training suites in Glasgow with capacity for up to 32 people. Their training program evolves continually to reflect the evolving needs of staff and their supported people. They fully fund frontline staff to work towards their SVQ three (support workers) and four (service managers). Staff also have access to THRIVE, their internal digital learning platform with over 25 courses and 900 learning materials. 

2025 highlights

• Blue Triangle have recently been named SCVO’s Scottish Charity of the Year 2025, in recognition of their significant contribution to tackling Scotland’s housing crisis
• They have entered into a partnership with Social and Sustainable Capital (SASC) to acquire over 60 properties and bring them into use as supported social housing, using a £5 million loan under the Social and Sustainable Housing Fund II (SASH II)
• Their learning & development team have developed new leadership training courses to equip ambitious support workers with the skills to progress their careers to leadership positions as service managers
• One of their supported people, Harley, was named as runner-up Tenant of the Year by the Tenant Participation and Advisory Service (TPAS)
• They have opened East Ayrshire’s first dedicated recovery housing project, which offers a 24/7 supported accommodation service for individuals at a critical stage in their journey, helping them take positive steps toward independence. The project is funded by CORRA and delivered in collaboration with the local ADP (Alcohol and Drug Partnership)
• They have used more than £20,000 in funding from Cycling Scotland to purchase bikes and equipment for supported people, including unaccompanied asylum-seeking children (UASC) at their Govan service. Their Hamilton service has also started to provide bike maintenance and cycling proficiency courses
• Their learning & development team are piloting a new 10-module tenancy sustainment course, “Let’s Move”, which will benefit supported people by equipping them with the diverse skillset needed for independent living, including modules in employability, cooking, socialising, cleaning, and staying healthy
• They were hosted at the Scottish parliament to commemorate their fiftieth anniversary, while each service has held “birthday” celebrations throughout the year for staff and supported people
• They are tackling digital poverty head-on: through Connecting Scotland, they have been able to establish a lending library of more than 40 devices including tablets, Chromebooks and MiFi units; while Digital Lifelines has enabled them to disburse more than 100 devices including phones, tablets, and laptops
• They have launched a new podcast, “A Voice in the Dark”, where supported people have shared their stories of resilience and recovery
• They have introduced a new counselling service free for all staff and supported people to use, to support them through any personal or professional struggles. 

Outcomes and achievements

• 400+ people receiving housing-based support daily
• 88 per cent of supported people surveyed (2024) reported feeling “very welcome”, “very safe”, and “supported” at their services during their stay
• 85 per cent of supported people felt “very supported” in accessing other services (e.g. health, leisure, housing)
• 99 per cent of supported people report that staff are experienced, knowledgeable, and trained enough to provide effective support
• 43 per cent of supported people last year successfully moved into their own tenancies
• 100+ phones, tablets and laptops given to supported people (Digital Lifelines)
• 40+ tablets, laptops, and MiFi units added to lending library: in the words of Madhi, a supported person: “I want to thank Blue Triangle for the Chromebook, which allowed me to get into Medicine at University”
• 200 phones and 60 SIM cards given to supported people
• £20,000 worth of bikes and equipment purchased for supported people
• Recognised as SCVO’s Charity of the Year 2025 for their work tackling the housing crisis.

• Project name: Trust - much more than a landlord
• Lead organisation: Trust Housing Association

Statement of support

Trust - Redefining modern landlord services in Scotland 

Trust is one of Scotland’s leading social landlords, operating across 23 local authority areas. However, they are far more than a housing provider. Trust has a strong reputation for delivering high-quality homes and care for later living, along with affordable housing for people of all ages. At the heart of their work is a powerful purpose: to make a lasting, positive difference in the lives of customers and the communities they serve. 

With a person-centred and innovative approach, Trust is reshaping what it means to be a modern landlord. They play a leading role in shaping national housing policy and are at the forefront of developing housing and care services for older people. Trust ensures continuity of care by delivering services through onsite staff, supporting people to live independently in their own homes for longer while remaining connected to their communities. 

Trust is also recognised as a 'Leader in Diversity', setting sector standards in inclusive practice. Their bold five-year strategy, launched in 2021, marked a turning point focused on sustainability, customer experience, and continuous improvement. This strategy centres on delivering 10/10 customer experiences by placing customers and frontline teams at the heart of everything they do. 

The organisation has shown strong leadership through recent challenges, including the cost of living crisis, by supporting customers and taking steps to reduce its carbon footprint. Trust is also undergoing a digital transformation. New tools such as a customer relationship management system, online applications, and a self-service customer portal have modernised how customers engage with services. In the next 12 months, even more digital options will become available, offering greater convenience and accessibility. 

Trust is a growing organisation that partners with others who share their values and bring fresh ideas. Over the last five years, Trust has expanded from 2,500 to nearly 4,000 homes. Their new build programme has added 111 homes, supporting their mission to increase the supply of affordable housing. Recent partnerships, including those with the Scottish government, Glasgow City Council, and Edinburgh City Council, have enabled Trust to acquire three later living developments, transitioning 101 homes from the private to the social rented sector and securing long-term benefits for both tenants and employees. 

People are at the centre of Trust’s work. With nearly 700 employees across Scotland, Trust is a large and values-driven employer. Their inclusive culture has earned them the Investors in People 'Platinum' accreditation since 1998. All staff are paid at least the Real Living Wage, demonstrating a commitment to fair work. 

A key pillar of their strategy is ‘growing their own’ – building a strong workforce for the present and future. Trust invests in its people through an e-learning platform that supports personalised learning plans. Their 2024 Investors in People review reaffirmed their Platinum status and recognised their focus on learning and development. 

Trust places high importance on succession planning and professional growth. A strategic workforce planning framework helps identify future capability needs and align them with a pipeline of internal talent. As a result, vacancies are frequently filled from within – evidenced by 40 per cent of the current executive team having been promoted internally. 

Trust is more than a housing provider; they are a forward-thinking organisation driven by values, committed to improving lives, and leading positive change across the housing sector in Scotland.

Outcomes and achievements

Trust Housing – 2024/25 projects and initiatives 

Leading change 

• Represented on Scottish government’s Cost Pressures Group 
  Board member of SFHA and part of SFHA strategy and rent-setting groups 
• Active in multiple national housing and care forums.

Customers 

• £3.9 million in additional benefits secured 
• 453 customers supported via £70,000 hardship fund 
• 8,453 repairs completed (93.3 per cent on first visit) 
• 188 home adaptations completed (£374,126 spend) 
• Over 4,000 hours of weekly care delivered 
• Grade 5 Care Inspectorate ratings in three branches, grade 4 in one branch 
• Seven service changes completed to maintain care despite funding cuts 
• New Customer Representative Group and Engagement Strategy launched 
• New customer portal and online application system live 
• New housing management system implemented 
• Langlands: 46 new amenity homes completed 
• Site starts: 48 homes in Bellshill; 16-home regeneration in Strachur 
• 101 later-living homes added via three acquisitions 
• £3 million invested in energy upgrades on Arran 
• Awards: Cyber Accreditation, Scottish Home Awards, Energy 
• Efficiency Awards 2025 
• Investors in People Platinum retained 2024.

People 

• New HR system and talent management processes in place 
• 715 in-person and 7,944 e-learning courses delivered 
• 144 colleagues attended external training 
• New employee forum and wellbeing champions launched 
• Values awards introduced for colleagues 
• Fair Work First criteria achieved.

• Project name: Back and embedded in our community
• Lead organisation: Parkhead Housing Association

Statement of support

After covid as Parkhead, Glasgow, and Scotland returned to normal we listened to what our tenants were telling us. They didn’t want a call centre approach and they didn’t want a staff team based remotely only appearing on the estate when there was a problem. Rather they wanted the personal touch. Housing officers that they knew and who knew them. Technical officers they could ring up and ask to come round within the hour and look at a repair. A chief executive who was regularly visible in the community. So that’s what we provided. A local office open five days a week and where you could pop in without an appointment. Every tenant was given their own housing officers direct mobile phone number. Our welfare rights team and our chief executive established their own drop ins at the local Parkhead School House. At this same school house and nearby green space and gardens we delivered a series of social events for all ages and for all of our ever diversifying ethnic community as well as facilitating and organising the local pantry.

Parkhead Housing Association were back and embedded in the local community delivering service excellence across core housing activities for that community, supporting that community across a range of wider role activities including welfare benefits, foodbank referrals, job creation via our subsidiary estate based contractor and community benefits from our new build contractor. We committed to visiting ever property bi-annually and took full advantage of technology to launch a tenants portal to ease the process of rent payments, repair reporting, and housing applications. 

Our senior management team, our chair and vice chair contributed across a number of policy events held by such as the Scottish Federation of Housing Associations, The Chartered Institute of Housing, Glasgow and West of Scotland Forum of Housing Associations, and Employers in Voluntary Housing. In addition the association hosted politicians from both parliaments and Glasgow City Chambers trying to push the case for housing. We also engaged with two local secondary schools contributing to the citizenship agenda and promoting social housing as a career of choice.

Currently on site with a sixteen flat new build and with a history of developing on a small local scale we made the decision eight years ago that on all new build one third of the lets should go to homeless persons and that has delivered across three projects since.

Succession planning is key to our ongoing success and to that end we recruit new board members locally and provide and access training for board members so they have the skills and confidence to take on board positions. Currently we have four staff members studying a variety of professional qualifications and in the last year staff received training covering such topics as procurement, menopause awareness, and equalities. 

We relaunched our in-house subsidiary estate based contractor Parkhead Development Company in partnership with our housing management team and the tenants are seeing the benefits already as we deal with footfall of 60,000 going through Parkhead regularly during the football season. 

In summary we have delivered what our tenants wanted producing excellent key performance indicators and financial returns from our business perspective while delivering the community activity and cohesion from our social hearts. 

Outcomes and achievements

This section is split into two parts, firstly the headline business performance indicators and secondly the numbers from the local community attending Parkhead HA led events:

• Last year we delivered 110 relets with an average days-to-let of 26 days and arrears at 2.5 per cent of the annual debit
• Satisfaction with our estate based contractors performance rose to 97 per cent, and 98 per cent of repairs were on time
• Tenancy sustainment rates were up with voids restricted to 100 over the year
• WRO financial gains were £1 million in the year
• Over 10k local people attended the pantry in the year
• 800 local people attended our recent gala day
• 1,500 local people attended 60 other smaller specific events organised for the community by the association in the year.

• Project name: Together We Adapt and Transform Lives for Good
• Lead organisation: Muirhouse Housing Association

Statement of support

Muirhouse Housing Association has undergone a period of meaningful change which was driven from our values of trust, respect, support, and quality. 

As the needs and expectations of our tenants and staff have grown more diverse and dynamic, we recognise the importance of adapting our services and ensuring we are creating a meaningful impact within our local community. 

Four-day working week 

Tenants expressed a desire for more flexible and accessible support for our range of services. Whilst staff shared a need for greater work life balance and wellbeing. 

Through open consultation and collaborative dialogue, we co-designed an approach that reflects the realities of modern life, introducing a four-day working week that maintains a high-quality service while supporting both tenant needs and staff wellbeing. 

This shift is more than a change in opening hours, it is a reflection of our belief that listening leads to lasting impact, and that housing services should be shaped by the people who live and work within them. 

Consultation 

In partnership with our community, we introduced a four-day working week, carefully designed to maintain service quality while enhancing accessibility and support. This shift allowed us to: 

• Extend service hours across four days, aligning with tenant preferences and accommodating those who work full time
• Empower staff with a healthier work pattern, boosting morale and retention
• Adapt services to be agile, empathetic, and tenant-led. 

The result is a housing association that’s not only more efficient, but more human where every voice matters, and every change reflects our core values. 

Following on from meaningful consultation involving tenants, staff and other stakeholders during a 12 month pilot the four-day week was implemented on a permanent basis from 1 January 2025. 

Rent harmonisation project 

To ensure fairness and transparency in our rent harmonisation initiative, we designed and implemented a robust, multi-stage consultation process that placed tenants at the heart of decision-making. 

Throughout the rent harmonisation project, our commitment to trust, respect, quality, and support was embedded in every stage of the consultation process. We built trust by being transparent about the reasons for change and by openly sharing data and proposed models. We demonstrated respect by actively listening to tenants voices through inclusive, accessible engagement methods and adapting our approach based on feedback. Our focus on quality ensured that the process was evidence-based, well-governed, and rigorously assessed for fairness. We provided support by offering clear guidance, personalised communication, and practical assistance to help residents understand and navigate the changes. 

Consultation 

Early engagement and communication with tenants was paramount during this process. A communication strategy was developed to ensure clarity, accessibility, and consistency across all channels. We created plain-language materials explaining the rationale for rent harmonisation, potential impacts, and implementation timeline. 

To ensure that we reached a diverse audience and accommodate different preferences, we used a variety of consultation methods: 

• Surveys: Distributed both online and paper format, with translated versions available to ensure inclusivity
• Focus groups: Held with targeted groups
• Drop-in sessions: To provide face-to-face engagement opportunities
• Digital forums: Enabled participation for those unable to attend in person.

Information on current rents, benchmarking comparisons and proposed harmonisation models were presented including details on how the ‘new model’ may affect them personally. 

All feedback received during the consultation was logged, analysed and reported, detailing how tenant feedback influenced the final model. 

A clear and transparent explanation of the final rent harmonisation decision was communicated to all tenants and individualised letters were sent outlining changes, with support offered for those needing financial advice or assistance. 

The rent harmonisation commenced on 1 April 2025 and positive feedback has been received.

Outcomes and achievements

Through the successful delivery of the four-day week and rent harmonisation projects, we’ve shown how 'Together We Adapt' shaping fairer, more effective services guided by our values of trust, support, respect, and quality.

The four-day week transformed how we work, boosting productivity, wellbeing, and service quality. Staff felt more empowered and focused, while tenants experienced more responsive, meaningful interactions. 

• “These new hours are a big improvement.” – Tenant, Nov 2024 
• “Morale has been higher, with employees feeling more energised.” – Staff member, Nov 2024 
• “Shorter week encourages focus and efficiency.” – Staff member, Nov 2024

Rent harmonisation tackled long-standing inconsistencies, creating a fairer, clearer system. We built trust through open consultation, respected diverse voices, and supported tenants with clear communication and guidance.

• “Everything has been explained well.” – Tenant, July 2024
• It’s good to see you listen to how tenants feel.” – Tenant, July 2024 

Together, these projects reflect our commitment to adapting not just to meet challenges, but to create lasting meaningful improvements for tenants, staff, and communities. 

Looking ahead we remain committed by continuing to listen, learn and evolve in partnership with our tenants, staff, communities and other stakeholders to ensure that we are resilient, inclusive and responsive to future needs.

• Project name: Another Year Elder - Elderpark at 50!
• Lead organisation: Elderpark Housing

Statement of support

Elderpark Housing is one of the first community based housing associations within Glasgow and we are celebrating our 50th anniversary this year. Throughout our history, we have been a leading and forward thinking organisation; from our first new build homes in 1982 through to present day where we still deliver new homes, are an employer of choice and more importantly a central part of the local community.

Evidence of leading and informing change 

The association has strong representation both at national board level in the form of bodies like SFHA, CIH and SHARE, together with extensive partnership and engagement within the local community and city region. 

We regularly participate in focus and working groups on areas including governance and regulation, energy efficiency and net zero, housing market analysis and many other topics to ensure we are an active participant in the sector.

The association is recognised across the sector as a prominent and effective partner, as a partner of choice, both because of our approach to innovation, but also the broader reputation, for which we are widely known and respected.

Evidence of delivering an exceptional service for tenants and communities 

The association has recently carried out an independent tenant satisfaction survey which asked 600 tenants their views on a range of areas, and while charter indicator performance is valuable, what gives the greatest sense of pride was that tenants felt we demonstrated our values, with over 90 per cent of those asked agreeing or agreeing strongly that we were caring, adaptable, fair, open and reliable. 

In this same survey we asked how tenants felt around us being helpful, listening and respectful with 95 per cent of those asked the question feeling we displayed those traits in any contact they have had.

Over the course of the year we have worked closely with partners across the community in sectors such as education, sport and employability, demonstrating our holistic approach to community. 

Evidence of succession planning and professional development 

The association is proud of our achievements in developing our colleagues to achieve their potential. In all recent recruitment exercises for the association, the candidates have consistently said that our reputation for developing people, supporting growth and a learning culture has been a key part of their desire to work for the association.

We have seen colleagues move onto to successful opportunities throughout the year, including one moving to CEO position within a national housing organisation. Other colleagues that are keen to develop their careers have taken on positive opportunities within the organisation.

Several Elderpark colleagues are board members within other associations across the sector, recognising our support for their development. We also invest heavily in further education and training for colleagues, with opportunities to undertake professional qualifications offered to all.

The association was proud to see, colleagues win or be shortlisted for awards for their dedication to the association and community over the past 12-18 months, as well as a significant award for our chair persons contribution to the housing sector.

The CEO speaks regularly at events and is an associate trainer with SHARE which demonstrates our support for not just Elderpark but the broader sector.

Anything else that has put your organisation on the map

The City of Glasgow recently held a civic reception for the organisation to celebrate our fiftieth anniversary which was attended by around 100 guests with a number of colleagues who had spent over 40 years of their careers with the association, a former chair person who had received royal recognition for her services to social housing and two former directors who have been pivotal figures in social housing over last five decades at local and national level.

Outcomes and achievements

When considering the criteria for the award the achievements are often about doing the right things well rather than just the big things, for us these include: 

• Commenced development of 43 new homes 
• Key partner in a unique pilot project conducting an innovative Housing Market Analysis within the Govan local community which could be replicated within Glasgow and beyond 
• Secured almost £300k for the delivery of an energy project across Govan including the installation of innovative heat and moisture sensors 
• Partner in the refurbishment of historic library providing funding and transitioning our community centre activities there to ensure long term life
• Commenced a leadership project for whole management team including personality profiles, leadership development and team cohesion in recognition of changes at management level
• Producing a 50th anniversary film charting the timeline of the organisation. 

However as noted earlier perhaps the single biggest success in the year is not the visible signs of new windows, new homes being built, awards being won or events being attended but that our tenants feel strongly and almost universally that we care, we are adaptable, we are reliable, we are fair and we are open.

• Project name: Making Life Better
• Lead organisation: Caledonia Housing Association

Statement of support

In 2024–25, Caledonia Housing Association helped make life better for thousands of people across Scotland. Operating across eight local authority areas, we deliver homes to over 5,500 tenants and factoring services to 2,300 homeowners. As we grow, we remain rooted in what matters most – being present in our communities, responding to needs, and making a meaningful difference to people’s lives. 

Empowering our people to lead change 

We know our people drive the change we want to see. In 2024, we were recognised as the highest-placed Scottish housing association in the UK’s Top 25 Housing Associations to Work For and ranked 17th in the Top 50 Scottish Companies by Best Companies. 

This achievement reflects our investment in colleagues. Last year, 33 managers completed Blueprint for Success – our bespoke nine-month leadership programme – supported by mentoring, job shadowing, and collaborative project groups. Behind every high-performing team at Caledonia is an outstanding people-focussed manager. 

Every staff member now benefits from a digital personal learning plan, underpinned by a training and development programme, while line managers have the skills and knowledge to unlock the potential of their teams and drive improvement. 

We also maintain a 1:10 Mental Health First Aider ratio and provide specialist wellbeing support for frontline teams – ensuring staff are better equipped to support tenants. To strengthen our leadership and future-proof the organisation, we restructured our executive team in 2024, introducing a streamlined leadership model and enhanced head of service tier to improve collaboration and ensure resilience. At Caledonia, we recognise standing still will mean falling behind – we need to be prepared to redesign to realign with new business priorities. 

Putting communities at the heart of what we do 

As we grow, we remain focussed on our guiding principle to “keep it personal”. Our locally embedded approach means we can respond quickly to what matters most in each neighbourhood. Over the past year, we strengthened our 23 Neighbourhood Hubs, working closely with partners to deliver tailored support where needed. In 2024–25, these hubs helped thousands of tenants access practical advice, and unclaimed benefits – easing financial pressures, tackling fuel poverty, and improving overall wellbeing. 

Listening to tenant feedback, we launched tailored local newsletters – ensuring tenants receive timely, relevant information shaped by local insight and experience. 

We launched our Giving Back Fund, directing proceeds from our office estate transformation to over 40 local organisations – funding food projects, youth programmes, and mental health charities nominated by staff to strengthen and support the communities we serve. 

Turning values into action 

Our values go beyond words – they shape the way we work and the difference we make every day. In 2024–25, we invested in practical support to help tenants live safely, independently, and with dignity. Our care and repair service provided home adaptations for 330 households, and we significantly increased funding for stage three adaptations, ensuring more tenants could remain in their own homes for longer. 

Local initiatives such as the Cordale Gardening Scheme brought neighbours together, helping older tenants and fostering belonging. We also made 1,300 paid volunteering hours available to staff, resulting in tangible community benefits – from foodbank collections to river cleans and support for local events. 

Our HOPE and community anchor roles strengthened tenant wellbeing, helping build connections, reduce isolation, and create thriving communities. These actions show how our values translate into real-world impact, delivering more than homes – we’re creating opportunities, support networks, and stronger places for people to live well. 

We’ve also adopted an ESG reporting framework, strengthening transparency and accountability for our social and environmental impact – ensuring the actions we take today, create lasting value for future generations.

Outcomes and achievements

• New homes: Delivered 52 high-quality homes and started construction on a further 139 – giving more people access to safe, affordable housing. 
• Reducing fuel poverty: Our partnership with Scarf supported 335 tenants, providing £14,216 in direct financial assistance and generating £268,000 in energy savings. One tenant shared: 
• “Angela from Scarf arranged a crisis voucher and a warmer duvet for my daughter – I’ve already put her energy-saving tips into practice.” 
• Access to funding: Partnered with Lightning Reach to connect 332 tenants with essential support, unlocking £28,650 in unclaimed entitlements to ease household pressures. 
• Community investment: Our Giving Back Fund directed proceeds from estate transformation to 40 local organisations delivering food projects, youth programmes, and mental health support – strengthening the communities we serve. 
• Wellbeing and social connection: Our HOPE and community anchor roles supported over 950 tenants, tackling loneliness, building connections, and improving wellbeing. 
• Independent living: Increased investment in stage three adaptations to help tenants live safely and independently for longer, commissioning 165 medical adaptations, and supported a further 330 households through care and repair. 
• Tenant voice and engagement: Strengthened tenant voice through 23 Neighbourhood Hubs, tailored newsletters, engagement and surveys for our neighbourhood hubs - building trust, transparency, and stronger community ties.