Working in partnership

• Project name: Tackling Fuel Poverty Together: Reaching Those in Need
• Lead organisation: Housing Service, Fife Council
• Partner organisations: Greener Kirkcaldy, St Andrews Environmental Network (both together form the 'Cosy Kingdom partnership), Health and Social Care Partnership, Fife Council Research Team

Statement of support

Work to support Fife tenants in fuel poverty is founded on partnership principles. The approach is coordinated by the council’s housing service and is made effective through collaborations with national and local third sector agencies, and a private sector partner. The approach balances crisis support to tenants with prevention measures to help build resilience. Whilst proud of that work, a weakness has been that much of the support is response and risks missing others in need who do not or cannot ask for help. We are running two programmes to tackle that. Firstly, a Fife Fuel Poverty Composite Index has been developed to highlight communities at risk. Secondly, a project is running to equip all front-line staff engaging with vulnerable clients with the knowledge to provide home energy advice and referral support. These initiatives enable a more proactive needs-based approach, extending the reach to those struggling but previously off the radar. 

The development of the Fuel Poverty Composite Index was led by Fife Council’s research team. The Index is innovative in its conception. It recognises that the risk of damaging fuel poverty is determined by an array of factors. The index comprises two domains – demand for fuel and the ability to pay for it. Demand is impacted by the characteristics of the house (e.g. its insulation / fuel efficiency standard, expected fuel bill) and the circumstances of the household (e.g. household size, ages, wellbeing), and these elements are represented by a multitude of data indicators. Workshops, with multi-agency participation, were run to ensure that the index was informed by academic research and subject experts working with Fife’s communities. 

The index is now being used to support a collaboration between St Andrews Environmental Network, Fife Health and Social Care Partnership, and Fife Council’s welfare support team. It delivers a Rural Outreach Energy and Wellbeing Support Service, providing tailored energy advice alongside social and health interventions to some of the most vulnerable rural residents. It recognises that tackling cold homes significantly reduces health risks, particularly for vulnerable populations such as the elderly, young children, and those with pre-existing health conditions. Activities include targeted events, pop-ups, and workshops to provide direct assistance. We are also scoping an index-led project in the south and west of Fife and are commissioning ‘Cosy Kingdom’ energy advisors to proactively engage with communities featured as an index priority. The index has highlighted local communities that we rarely reach out to. Learning from these projects will inform the roll out of a Fife wide approach. 

The front-line energy advice training initiative builds the capacity of front-line staff to engage vulnerable clients about their home energy use and cost challenges. It recognises both the limited capacity of Cosy Kingdom’s energy advisors, and the potential to extend reach through those front-line staff who routinely support the most vulnerable. This initiative does not require a new engagement model, rather it simply equips key front-line workers to spot signs of damaging fuel poverty and to have conversations with clients and customers about the challenges they face. Led by Cosy Kingdom, training was delivered to 434 workers in 2024/25. Training was mandatory for all housing officers, and Social Work’s Children and Families teams, and has also been delivered to welfare support assistants, staff from Health and Social Care, and to several third sector organisations. Where possible the training was delivered alongside benefit maximisation training so that front-line staff were equipped to holistically support clients. Agreed priorities for 2025/26 include older people housing officers, money advice workers and those working in food banks. 

Outcomes and achievements

The ambition is to reach more tenants (and residents) at risk of damaging fuel poverty and to achieve improved financial and wellbeing outcomes. 

It is important to ensure that staff can play a role. 90 per cent of staff surveyed after receiving home energy advice training were positive – “it was a really good session with a lot of helpful information to give to tenants”; “been able to share more information and able to refer more people for help”. We know too that there is an appetite to use the Composite Index, and locally based staff welcome the opportunity to work with communities they had not previously engaged with. 

A survey of clients and customers has been undertaken to assess the impact of front-line training and the subsequent worker engagement has had on client outcomes. The research indicates a positive impact, with notable improvements in energy usage habits and home comfort. It is less clear that the training has yet achieved health and wellbeing impacts, accepting that they may be harder to assess. 

A priority is to draw learning from the Fuel Poverty Composite Index led pilot initiatives. As part of their planning, outcomes and data needs have been agreed. 

• Project name: Prevention of Homelessness from Asylum Status
• Lead organisation: Inverclyde H&SCP
• Partner organisations: River Clyde Homes, Oaktree Housing Association, Larkfield Housing Association, Cloch Housing Association

Statement of support

Inverclyde Health and Social Care Partnership (HSCP) brought together its Housing Options and Homelessness Advice Service (HOHAS) and New to Scotland Refugee Integration Team in collaboration with four local housing providers to address a pressing need: the rapid increase in positive asylum decisions driven by national policy changes. 

Recognising the risk of homelessness for newly recognised refugees, the two teams initiated an innovative, collaborative housing options pilot in collaboration with local housing providers and is delivered weekly at the local hotel which is the main temporary accommodation site for asylum seekers in Inverclyde. The aims of the partnership were to:

• Provide early intervention support to newly recognised refugees during the critical 56-day transition period
• Prevent homelessness through joint working and tailored housing pathways
• Promote integration and retention of refugees in Inverclyde, contributing to the area’s Re-Population Strategy
• Build capacity and shared knowledge between local housing providers, Inverclyde Housing Options and Homelessness Advice Service (HOHAS), the New to Scotland Team, and health partners.

This partnership is an exemplar of multi-agency collaboration in action combining expertise in housing, integration, and health to tackle the complex intersection of immigration policy and homelessness risk. 

The use of on-site drop-ins, coupled with a joined-up operational model, ensures refugees do not face service silos at a time of extreme vulnerability.

The pilot has been embedded into ongoing service delivery with enhancements including:

• Group information sessions for individuals approaching decision dates, ensuring proactive preparation 
• It has incorporated lived experience to inform service design and delivery and provides continued evaluation to track long-term outcomes, including settlement patterns and homelessness prevention rates.

This partnership delivers tangible outcomes in homelessness prevention, refugee integration, and local population sustainability. It showcases what can be achieved when services break down barriers and work collaboratively around the needs of individuals, not organisational structures. The hotel surgery model offers a replicable template for other local authorities facing similar challenges.

Outcomes and achievements

Partnership achievements include:

• 19 individuals supported directly in the first eight weeks, many of whom had just received their positive asylum decision.
• 17 referrals made to HOHAS, 94 per cent of whom (16 cases) were prevented from entering statutory homelessness pathways.
• A shared referral process between the two teams ensures timely coordination, allowing temporary accommodation to be prepared proactively where permanent housing is not yet secured.
• Service users are seen within seven days of referral, each with an assigned integration worker, ensuring continuity and person-centred support.
• Strengthened relationships with external partners including Mears Group and Asylum Health colleagues, ensuring extension of Notice to Quit deadlines and better planning.
• Staff from both services have gained professional insights into each other’s roles, improving the overall service delivery ecosystem.
• There is also early evidence of increased retention of refugees in Inverclyde, supporting local regeneration objectives.

• Project name: Brighter Futures Barrhead
• Lead organisation: Barrhead Housing Association
• Partner organisations: Dunterlie Food Share, Dunterlie Babies and Tots, Steph Davidson Textiles, Prestige Analysis, Totnosh, InCahootz, East Renfrewshire Culture and Leisure Dunterlie Arts and Craft, Dunterlie Parent Support, East Renfrewshire ASN Parent Action Group,Back to School Bank East Renfrewshire 

Statement of support

Barrhead Housing is an active community anchor organisation who engage, enable and empower our customers and the wider community to help shape and deliver services and projects that are reflective of the overall communities’ needs.

Our Community Investment Strategy 2021-2025, outlines Barrhead Housing’s continuing commitment to work in partnership to support, strengthen and empower communities. It includes our aspirations to build on and develop the assets of the people and places of East Renfrewshire, to achieve the best outcomes for our customers and the wider community and an example of this is our partner led Brighter Futures Barrhead programme:

72.2 per cent of Barrhead Housing homes are within 20 per cent most deprived areas of Scotland, Brighter Futures Barrhead brings together 11 community organisations to deliver a wide variety of impactful community activities across Barrhead tackling poverty in our most deprived communities: 

• Dunterlie Food Share: Provision of food that would have become food waste
• Dunterlie Babies and Tots: Safe space for the children to socialise, play and develop 
• Dunterlie Arts and Craft: Volunteer-run group that teaches art skills and reuses materials by recycling into new products
• Dunterlie Parent Support: Bumps, Births and Bleather: Focus on breastfeeding and supporting families in our communities from pre-birth to post birth
• Back to School Bank East Renfrewshire: Provide school uniforms and essential school equipment to families who are struggling to meet these costs
• East Renfrewshire ASN Parent Action Group: ASN support group for activities in the Waterworks with a focus on food growing, gardening and outdoor play
• Totnosh: Family cooking programme in community centres engaging families at risk of food poverty and engaging parents and children to cook together and tackling holiday hunger 
• InCahootz: Drama group which uses issue-based theatre that focuses on developing confidence, social skills, empathy, and theatre skills
• Prestige Analysis: Health and wellbeing and exercise programme in community venues
• East Renfrewshire Culture and Leisure: Digital inclusion workshops in the community 
• Steph Davidson Textiles: Community-based upcycling and recycling workshops for BHA customers to make household items
• Our tenancy readiness officer delivers a Scottish based independent living skills course designed to improve the skills and confidence of young people taking on a tenancy in our two local high schools.

General feedback from participants:

• “I have a child who is particularly shy in unfamiliar places or upon meeting a new people. I have seen a real difference in her confidence, emotional maturity and willingness to learn from mistakes, at home and in school. Her excitement going to drama is palpable.”
• “My boy’s self-esteem and fine motor skills have really improved during this course as well as more interest in cooking and healthy food.”
• “You haven’t just given me digital skills, but you’ve given me life skills too, and confidence to do anything which helps me in all aspects of my life.”
• “I can tell I'm getting fitter that (aerobics) wasn’t as bad as usual.”
• “Thursdays are mental health day. The group is more than just arts and crafts. I get out the house, meet people and have a laugh while learning new things. It is time for me.”
• “I can’t believe I’ve lost a stone, I need to keep it going now. That's made my day!”
• “I’m a carer. We are a neurodiverse family and I have ADHD and mental health problems. Coming to the art’s group really helps me to mix and socialise with others. I love being creative.”
• “This is my therapy day. Great company and some of the things we make is just a lot of fun even when it doesn’t work out.”
• “Good company and keeps my brain active.”

Outcomes and achievements

The collaborated effort of the Brighter Futures partners has provided numerous benefits to the community of Barrhead since April 2023 – March 2025 (first two years of three): 

• Returned on investment is £11,956,905 in social value
• 805 individual participants / beneficiaries 
• 498 already evidencing improved life changes / quality of life because of the projects
• 226 personal development sessions for children and young people with 212 young people taking part (toddler group, drama and outdoor education)
• 43 volunteers involved 
• 6,931 volunteer hours contributed
• Seven qualifications gained
• 134 exercise classes 
• 79 arts and crafts sessions
• 98 food waste cooking workshops
• 20 mother and baby support sessions have been delivered to 42 people
• 108 digital engagement sessions 
• Provided 65 children with brand new school uniforms
• 71 food share sessions issuing 30 bags of food each week
• Engaged over 114 pupils in Barrhead and St Lukes high schools as part of the home skills course, including interactive workshops in managing a home, budgeting, shopping and cooking, DIY and housekeep, security and emergencies. 

• Project name: Live and Work Scheme
• Lead organisation: Rock Trust
• Partner organisation: Almond Housing Association

Statement of support

Since 2017, Almond Housing Association (AHA) and Rock Trust have built a strong and effective partnership, united by a shared commitment to end youth homelessness in West Lothian. Together, they delivered the UK’s first Housing First for Youth service and have continued to innovate, responding to unmet needs through new models of housing and support. 

Rock Trust recognised a growing gap in provision for young people experiencing homelessness who had lower support needs. Too often, these young people were placed in unsuitable temporary accommodation such as hotels or hostels, where high costs, isolation and lack of facilities disrupted their ability to secure or sustain employment. 

In response, AHA stepped forward with a proposal to repurpose an existing property in Livingston into suitable accommodation for these young people. 

The building, originally a care home, no longer met the layout requirements determined by the care sector and AHA had been struggling for some time to work out how best to use this specialised facility. The partnership with the Rock Trust provided an innovative solution for both parties and the result was the Live and Work project. 

Piloted in 2023 but now firmly established, Live and Work is a shared housing project that offers young people aged 16–25 safe, affordable homes and direct support to access work, training or education. Designed to feel like a normal home rather than an institution, the property was fully renovated by AHA and furnished by Rock Trust with warmth and comfort in mind. The aim was simple: to provide a space where young people could live independently, build positive routines and take control of their future. 

There are no curfews or overnight staff, giving young people the freedom to structure their lives in a way that supports shift work, social connections and mental wellbeing. Alongside housing, each resident receives personalised support with employability, wellbeing and independent living from dedicated Rock Trust staff. 

This partnership has created a new standard of provision. AHA and Rock Trust work side by side to maintain high-quality accommodation, respond to feedback and ensure young people are heard and supported every step of the way. The model is built on trust, flexibility and a shared belief in young people’s potential. 

The project’s impact and innovation has been recognised internationally. Live and Work was one of only six projects featured in FEANTSA’s European collection of best practices on repurposing vacant spaces into homes. This collection, supported by the Laudes Foundation, showcases models that tackle homelessness and housing exclusion by transforming unused buildings into high-quality, sustainable homes. The inclusion of Live and Work in this collection, highlights its success in combining social inclusion, environmental sustainability and effective partnership working. 

In 2025, AHA demonstrated its long-term commitment to the young people in Live and Work by offering three residents’ permanent tenancies in their new build homes in Blackburn. This wasn’t just about move-on accommodation — it was a clear signal that AHA saw these young people not as temporary service users but as future tenants, deserving of the same quality, security and respect as anyone else. It provided a pathway into permanent housing with a trusted landlord, building continuity, stability and genuine belonging. 
 
A young person said: 

• “Live and Work has been the nicest accommodation I’ve stayed in. It feels like student accommodation. The support Rock Trust gave me around work and my mental health got me to the place where I feel ready to live by myself, and the fact Almond offered me a new build home is unbelievable. I’m so excited.” 

This is more than a housing project — it’s a model of partnership that has reshaped youth homelessness support in West Lothian, proving what’s possible when housing and third sector partners work together with ambition and purpose.

Outcomes and achievements

Since launching the Live and Work has supported 18 young people. 94 per cent have sustained their accommodation, with 10 successfully moving on to independent living and positive destinations. At the point of entry, 38 per cent of residents were not in employment, education or training. This has now reduced to 12 per cent, with 88 per cent of young people sustaining jobs, college courses or training placements. 

The impact goes beyond employment. 94 per cent of young people report improvements in their mental health and relationships. Having a safe place to live, combined with consistent support, has helped young people manage anxiety, build social confidence and gain a sense of stability. If challenges arise, they have a trusted project worker who helps them find solutions, rather than letting problems escalate. 

Living with peers in a shared environment has encouraged social connection and reduced isolation. The structure and responsibility of employment, combined with the pride of earning their own money, have been key drivers in building confidence and self-worth. 

Live and Work is a powerful example of how housing and support, delivered through a genuine partnership, can help young people leave homelessness behind and build lives they’re proud of. 

• Project name: Strengthening Communities Through Ongoing Partnership – WSHA and The Whiteinch Centre
• Lead organisation: Whiteinch and Scotstoun Housing Association
• Partner organisation: The Whiteinch Centre (TWC)

Statement of support

Whiteinch & Scotstoun Housing Association (WSHA) and The Whiteinch Centre (TWC) have cultivated a long-standing and evolving partnership that has become a cornerstone of community resilience in Whiteinch and Scotstoun. Over the past year, this relationship has intensified, with WSHA taking bold steps to preserve and revitalise TWC during a period of financial crisis—transforming it into a thriving, inclusive hub for over 1,000 weekly visitors. 

In 2023, TWC faced imminent closure. Recognising its vital role in the community, WSHA launched an emergency intervention, providing a one-year rescue package through gift aid and direct funding. This stabilised the centre and initiated a collaborative process with local residents to reimagine its future. 

Over the past 12 months, WSHA has worked intensively with the community to co-design a sustainable operating model, ensuring TWC’s long-term viability, which culminated with TWC becoming a wholly owned subsidiary of WSHA in March 2025. 

This is not a one-off intervention—it is an ongoing, strategic partnership. WSHA continues to provide operational support, strategic guidance, and funding to TWC, embedding the centre within its broader vision for community-led regeneration. The relationship is built on shared values of inclusion, empowerment, and sustainability. 

TWC now delivers a wide range of services: health and wellbeing programmes, youth activities, employability workshops, NHS vaccination services, and cultural events. These offerings are shaped by a Community Advisory Group, established in 2023, which ensures that local voices guide service delivery and development. This structure has widened participation and strengthened accountability. 

In May 2024, WSHA supported the launch of the Whiteinch Community Shop, a vital new initiative that has already served nearly 5,000 residents. The shop provides affordable, nutritious, and culturally appropriate food—including halal options—addressing food insecurity while promoting dignity and self-sufficiency. Its success has attracted additional funding, enabling service expansion and greater reach. 

WSHA’s Participatory Budgeting Scheme, now in its second year, has empowered residents to directly influence how community funds are spent. To date, 24 diverse projects have been funded, ranging from youth programmes to environmental initiatives. This initiative has fostered a sense of ownership, civic pride, and collaboration, and is a key driver of grassroots change. 

In 2025, WSHA and TWC were jointly recognised as Scotland’s first Disability Friendly Organisation, following a comprehensive programme of training and inclusive design improvements in partnership with I Am Me Scotland. This recognition reflects a deep commitment to accessibility and equity, ensuring that all services and facilities are welcoming and usable for all. 

These efforts have had a tangible impact on residents’ lives, particularly among vulnerable groups such as older adults, low-income families, and those facing health challenges. TWC’s programmes have helped individuals overcome barriers to employment, improve their health and wellbeing, and build social connections. Volunteer programmes and social events have fostered a culture of engagement and mutual support. 

In recognition of the strengthened engagement and empowerment of tenants through this partnership, WSHA was awarded the 2025 Tenants Voice Award by TPAS. This prestigious accolade reflects the tangible impact of community initiatives and the revitalisation of TWC. These efforts have significantly widened participation, amplified tenant voices in decision-making, and fostered a culture of collaboration and inclusion. 

In conclusion, WSHA’s ongoing partnership with TWC is a model of integrated community development. It demonstrates how housing associations can go beyond housing provision to become catalysts for social change. By embedding themselves in the heart of community life, WSHA has preserved essential services, empowered residents, and created lasting, positive change.

Outcomes and achievements

Over the past year, WSHA’s deepening partnership with TWC has delivered transformative outcomes. Following a 2023 rescue package, the centre has stabilised and now supports over 1,000 weekly visitors with a wide range of inclusive services—from health and wellbeing to employability and cultural engagement. 

The Whiteinch Community Shop, launched in May 2024, has served nearly 5,000 residents with affordable, nutritious, and culturally sensitive food. It has improved food security and attracted new funding for expanded services. 

The Participatory Budgeting Scheme has funded 24 resident-led projects over two years, empowering the community to shape local priorities and fostering civic pride. This initiative has supported youth programmes, environmental projects, and wellbeing activities. 

The Community Voice Panel ensures services reflect local needs and increases transparency and participation. 

In 2025, WSHA and TWC were jointly recognised as Scotland’s first Disability Friendly Organisation, reflecting their commitment to inclusive design and accessible services. 

Together, these initiatives have enhanced quality of life, empowered vulnerable groups, and fostered a culture of volunteerism and civic engagement. WSHA’s ongoing commitment to TWC has preserved a vital community asset and created a replicable model for inclusive, housing-led regeneration.

• Project name: Pet Friendly Project
• Lead organisation: Manor Estates Housing Association
• Partner organisation: The Dogs Trust

Statement of support

The partnership between Manor Estates HA and the Dogs Trust has further enhanced our knowledge, understanding and our pet policy and procedures. As the UK’s leading dog welfare charity, Dogs Trust shares our commitment to improving the lives of dogs and promoting responsible pet ownership.

Alasdair Fraser spearheaded the partnership internally, despite an initial reluctance for Manor Estates to be involved due to the potential work it would create. He championed the project and the partnership working so that Manor Estates became the first accredited pet friendly landlord in the UK.

Manor Estates decided to proceed with the partnership project on the basis that Alasdair could clearly determine how the project would reflect the Manor Estates values of being people focussed, committed, professional and agile.

Through the partnership working, we recognised the unique value the Dogs Trust brings—offering expert knowledge, extensive resources, and a proven track record of compassionate, high-impact work in canine care, rehoming, and advocacy. By working together, we created meaningful outcomes that support both dogs and the communities they live in.

This partnership represents a shared vision of animal welfare, education, and outreach. Whether through joint initiatives, community engagement, or policy development, we believe that our combined efforts have significantly enhanced the wellbeing of dogs and contribute to a more responsible and caring society.

Alasdair recognised that staff at Manor Estates with pets benefited immeasurably from being pet owners in terms of their mental and physical wellbeing and he wanted our tenants to have the same opportunity. Due to Alasdair’s dedication and perseverance with the project the outcomes were positive for the community, individual tenants and staff members.

The Dogs Trust recognise that the partnership working with Manor Estates has established a blueprint for other housing associations. In June, Alasdair and the Dogs Trust presented a breakout session at the housing conference in Manchester where around nine thousand housing professionals were in attendance, promoting the virtue of becoming a pet friendly organisation.

Manor Estates are delighted to be in a position where we are leading the way with our pet policy in advance of the new Housing (Scotland) Bill becoming law.

Jennifer Leonard, pet-friendly housing lead of The Dogs Trust commented:

“It has been a joy to work alongside Ali. His enthusiasm for the benefits of pet ownership shone through in his initial responses to our Pet Friendly Housing survey on behalf of Manor Estates, and is the principal reason the association was chosen as our initial partner. 

Throughout our partnership, Ali’s enthusiasm continued – no task was too big or small and he always responded to us promptly. This meant we were able to meet with staff and consult with tenants with ease, allowing our Pet Friendly Housing Toolkit to be developed with their input. Ali also spread the word about the pilot with peers throughout Central Scotland, got us a slot to speak with SFHA members and allowed us to build connections across the housing sector. Our jobs would have been much harder without Ali’s dedication and for this we are truly thankful. It is due to his hard work that Manor Estates have become accredited as the UK’s first pet friendly social landlord, as recognised by Dogs Trust. We are very proud of the tools we have developed together and believe these lay the foundations for increasing access to pet friendly housing across the UK and across different housing sectors.”

Outcomes and achievements

As a result of this partnership, we have reviewed our existing pet policy and updated it to be more inclusive and pet friendly, and to help us achieve accreditation as the first pet friendly housing association in the UK.

Manor Estates HA moved from a position of being relatively restrictive in relation to pet ownership, to being inclusive and recognising the benefits to tenants of having pets in their homes. During Covid we received an increased number of applications for pet ownership, and we are aware of the positive impact that having a pet can have on an individual’s mental health.

Housing staff have been trained on dealing with dangerous dogs and supporting tenants to deal with any pet related issues that may impact on the community and the quality of other people’s lives, e.g. dog barking and fouling, and we have encouraged responsible pet ownership by promoting the partnership at community events and by providing information and practical items such as poo bags.

As a result of the partnership, we have gained knowledge about animal welfare and what to do if we have concerns about mistreatment in terms of signposting tenants and staff to appropriate agencies.

• Project name: Working with SASH to acquire 61 properties for supported social housing
• Lead organisation: Blue Triangle
• Partner organisation: Social and Sustainable Capital (SASC)

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. We support over 400 people daily across their 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.

They have recently entered into an exciting partnership with Social and Sustainable Capital (SASC). SASC is one of the UK’s pioneering social investment funds, dedicated to providing sustainable investment to organisations that provide lasting solutions to social challenges. 

SASC has awarded Blue Triangle a £4.925 million loan under the Social and Sustainable Housing Fund II (SASH II). The SASH II fund aims to improve the lives of vulnerable individuals by increasing their access to safe, stable and appropriate housing, and to make charitable organisations financially stronger by helping them to buy housing in a low-risk way. 

SASC and Blue Triangle have worked closely together to maximise the social and environmental impact of this SASH II allocation: 

• They have agreed upon a target of 61 homes to be acquired by June 2026, in specific local authority areas where Blue Triangle has the capacity to provide housing-based support.
• To maintain momentum, Blue Triangle and SASC have agreed on monthly targets for new property acquisitions under the scheme.
• Blue Triangle’s SASH II project management team meet regularly with SASC to provide information updates and identify whether any strategic adjustments need to be made, e.g. due to changing demand in local authority areas.
• Homes are purchased on the open market, thus bringing homes from the private sector (owner occupied or rental) into the social sector, thus increasing capacity for temporary/supported accommodation for homeless households, and reducing pressure on social housing waiting lists.
• Some of the homes acquired to date had been empty for more than 12 months prior to purchase – the project is thus helping to tackle the empty homes crisis.
• All homes being considered for purchase under the scheme are assessed by Blue Triangle’s in-house property management team, to identify any defects and to draft a schedule of works. They will provide all appliances and furniture.
• Potential acquisitions are also assessed by the area’s head of service delivery, to ensure that they are located in a safe, well-connected neighbourhood that will not pose any risks for their supported people.
• To maximise the number of homes bought, and to avoid contributing to house price inflation, strict limits are set on the amount which can be spent on any one individual property, inclusive of both purchase price and any remedial works required. These limits are based on an analysis of average local house prices. 
• Importantly, any homes acquired using the funding are required to be an Energy Performance Certificate (EPC) rating of C or higher. For homes on the market which do not meet this standard, their property management team will assess whether works can be completed bring it up to the required EPC rating, within the fund’s spending limits. This requirement serves to both limit the carbon footprint of the homes and reduce heating and energy costs in the long-term.

In sum, the partnership combines the service delivery capacity, property management skills, and sector knowledge of Blue Triangle with the financial capacity and social investment expertise of SASC, with the goal of increasing supply of supported social housing.

Outcomes and achievements

• 61 homes to be acquired and brought from private sector into social supported sector – including some which will have been empty homes (i.e. empty for more than 12 months) prior to purchase – by August 2026.
• 61 direct beneficiaries (people provided with supported social housing) at any given time.
• At least four local authorities (East Ayrshire, South Ayrshire, South Lanarkshire, North Lanarkshire) with increased availability of homes eligible to be allocated to homeless households.
• 61 homes guaranteed to be brought to EPC C standard or higher, resulting in reduced carbon emissions and reduced energy and heating costs.
• 61 homes guaranteed to be fully furnished and repaired up to good living standards.

• Project name: Joint people and culture initiative
• Lead organisation: Cloch Housing Association
• Partner organisations: Barrhead Housing Association & Dalmuir Park Housing Association

Statement of support

Overview

In late 2024, Barrhead, Cloch, and Dalmuir Park housing associations launched a pioneering partnership to create a shared human resource function – the first of its kind in our sector. This innovative collaboration was driven by a shared ambition to modernise people practices, attract and retain talent, foster inclusive, thriving workplace cultures, all while remaining financially sustainable and people focussed.

The partnership

Together, the three organisations co-designed and co-funded a new strategic role: head of people and culture. They jointly appointed experienced people professional, Richard Fairley, to address shared challenges including skill shortages, modern workforce expectations, and the evolving employee landscape. Richard reports into all three chief executives and the role is strategically embedded across each organisation to ensure consistent, equitable and impactful people practices. 

With each partner having unique challenges and ambitious long-term plans, all three organisations collaborated to define the role and shape how it would function in practice. This resulted in an equal partnership, built on trust and flexibility, from the early stages of collaboration through to practice. 

After a year in post, the partners and Richard meet quarterly to assess and develop the shared service.

Innovation and impact

The head of people and culture leads on culture change, workforce planning, and modernising systems and policies that support employee wellbeing and performance. Each partner has its own identity and values, but all share a common belief that investing in people is crucial for developing teams who are well equipped to serve their communities. 

The impact of the new role has been significant. Drawing upon his background in HR consultancy, Richard conducted people and culture audits upon commencing the role. Each organisation benefited from the quality of a specialist consultant coupled with the expertise of an in-house professional. Together with each partner, Richard identified tailored priorities for 2025.

For one partner, this led to a structural redesign to futureproof the organisation and create clearer talent pipelines for individuals to prosper and develop. Another focused on modernising recruitment and developing a new health and wellbeing strategy. The third saw a full refresh of their people policies with complementary training being delivered for managers.

The partnership has improved service delivery by strengthening leadership, giving all senior managers access to executive-level HR input to support strategic decision-making. Managers have gained confidence by having access to an on-site professional for guidance on day to day matters. 

Crucially, the collaboration has created a shared learning environment. Richard works on-site at each association weekly, sharing good practice and facilitating modern, joint initiatives such as menopause training. This cross-organisational approach has fostered a culture of openness and continuous improvement. This also drives and accelerates the value each organisation is gaining from the partnership, reducing duplication and driving efficiencies. 

This initiative is a testament to the transformative potential of collaborative working. It has enabled three independent, community-based associations to deliver more together than they could apart. The collaboration exemplifies what is possible when working together, not out of necessity, but from ambition.

The partnership is more than just a shared service. It is a shared vision of what modern housing associations should look like: resilient, responsive, and rooted in people. Through respectful, forward-thinking collaboration, Barrhead, Cloch, and Dalmuir Park housing associations are not only transforming their own workplaces, but leading the way for the sector.

Outcomes and achievements

The shared head of people and culture role has delivered measurable improvements across all three housing associations. Each organisation has implemented tailored changes based on a strategic people audit, including structural redesign, modernised recruitment, and refreshed wellbeing strategies.

Managers now benefit from regular, on-site support, which has improved confidence and decision-making. Leadership teams have access to executive-level insight, enabling more proactive planning and effective risk management. 

Staff engagement has increased, as reflected in excellent employee survey results across all three organisations. In one organisation, the rate of sickness absence reduced from 3.7 per cent to 1.1 per cent and employee turnover from 11.8 per cent to 5.8 per cent. High levels of engagement and low sickness and turnover directly enhance service delivery, with employees being well supported, resilient and equipped to meet the needs of tenants. 

This partnership has also proven that shared resources can be highly effective at senior levels, which could see this concept being replicated across different functions to address other emerging sector issues such as governance, net zero and artificial intelligence. In particular for smaller and community-based housing associations, this could be the difference between keeping pace and falling behind. 

• Project name: Renfrewshire Council’s Neighbourhood Environmental Training Team
• Lead organisation: Housing Services
• Partner organisations: Neighbourhood Services, and Invest in Renfrewshire (Employability Service)

Statement of support

Renfrewshire Council’s Neighbourhood Environmental Training Team (NETT) Programme is an excellent example of how innovative, cross-service collaboration contributes to improving local service delivery, tackling unemployment, and enhancing community wellbeing.

Originally launched in 2015, NETT was developed in response to concerns from housing officers about deteriorating environmental conditions around the estate, including uncut grass, overgrown hedges, bulk waste and fly-tipping.

Neighbourhood services lacked capacity, particularly during the winter months, to address these issues. Through partnership working with housing services, neighbourhood services, and Invest in Renfrewshire (Employability Service), NETT was created as a flexible, year-round solution to meet shared objectives:

• Improve neighbourhood environments
• Boost employability through training
• Provide additional operational capacity.

The programme recruits local residents facing employment barriers into 26-week paid traineeships at the Real Living Wage, providing practical, hands-on environmental maintenance experience that boosts skills, confidence and job readiness. Many progress into sustainable employment, both within the council and beyond. As one trainee completes the programme, another begins, creating a rolling impact.

Crucially, the model is innovative connecting frontline service delivery with employability support. Invest in Renfrewshire identifies suitable candidates, often long-term unemployed residents or those with limited work experience and provides wraparound support throughout the traineeship. Trainees work in supervised squads managed by neighbourhood services, with housing officers identifying priority areas.

A comprehensive review conducted collaboratively across all three services resulted in significant improvements in 2025. The number of trainees nearly doubled and now includes two team leaders, enhancing career progression opportunities. The programme currently operates seven days a week, greatly improving service delivery.

• Quote from trainee: “The experience has been rewarding, I’ve received great support while progressing to squad leader. The four-on-four-off rota means quieter roads and amenity sites on weekends, increasing productivity and strengthening relationships with tenants who appreciate our hard work.”

NETT squads are directed by live data from housing officers, targeting environmental “hot spots” quickly and effectively. This ensures a responsive, agile service tackling fly-tipping, bulk waste, and overgrown gardens. 

The result achieved evidenced by visibly cleaner, safer neighbourhoods and improved tenant satisfaction. Housing teams report fewer complaints and a more positive community atmosphere.

• Quote from housing officer: “The NETT are responsive, hardworking, and make a real difference in tenants’ gardens. It’s a joy to see these spaces transformed into places people can enjoy.”

We continue to receive consistent positive feedback from across housing teams, tenants, and local communities. The improvements also support the council’s aims reducing antisocial behaviour and promoting wellbeing through cleaner, safer outdoor spaces.

The coordinated approach adopted ensures that both operational needs and community concerns are addressed while providing structured employment pathways for those in greatest need. As of May 2025, 125 out of 172 trainees (73 per cent) have moved into sustainable employment, demonstrating the long-term impact of this initiative.

The programme’s success lies in its strong internal partnership. Each service contributes its expertise:

• Housing services bring local insight and tenant feedback
• Neighbourhood services manage environmental operations
• Invest in Renfrewshire supports recruitment and progression into work.

This shared ownership ensures the programme is tailored to local needs and adapts continuously to emerging challenges.

NETT demonstrates best practice in public service, by pooling resources, aligning goals, and delivering measurable improvements in both service delivery and community outcomes. NETT demonstrates the capacity challenge has been developed into an opportunity to improve lives, build skills, and restore pride in local places.

Beyond its operational success, NETT supports wider council and national priorities around economic inclusion, fair employment, sustainability, and child poverty reduction. By empowering residents, transforming neighbourhoods, and strengthening cross-service collaboration, it offers a scalable model of how local government can work smarter, together.

Outcomes and achievements

The development of a strong partnership internally Renfrewshire Council successfully expanded and enhanced its Neighbourhood Environmental Training Team (NETT). Officers from housing services, neighbourhood services and Invest in Renfrewshire worked collaboratively to double the number of operational squads from two to four, increasing paid traineeship opportunities from 20 to 38.

This expansion enabled greater coverage across all four local housing areas, seven days a week. The programme provides increased capacity to tackle environmental ‘hot spots’ effectively and with speed contributing to visibly cleaner, safer neighbourhoods. 

The 18 new employability opportunities include nine residents from council tenancies. Demonstrating direct economic impact and a deep-rooted community benefit. To date 125 (73 per cent) trainees have progressed into sustainable employment, contributing and supporting council and national objectives in-terms of increasing sustainable and fair employment, as well supporting a reduction in child poverty.

The collaborative review and subsequent enhancements have further established NETT as a flexible, high-impact programme that builds stronger communities, reduces neighbourhood disputes, and offers a proven pathway into sustainable employment for residents facing barriers. 

The NETT Programme exemplifies how effective partnerships and joint working across services can lead to transformative outcomes for both service delivery and the communities they serve. 

• Project name: Furniture Project
• Lead organisation: Langstane Housing Association
• Partner organisation: The Royal Foundation - Homewards Project

Statement of support

The Innovative Housing Project is a bold, partnership-led initiative tackling one of the most preventable causes of tenancy breakdown, the lack of basic furnishings that make the difference between a house and a home. Delivered in collaboration with The Royal Foundation through its Homewards project, and Langstane Housing Association it provides fully furnished and decorated homes for people experiencing homelessness in Aberdeen, helping transform housing into a foundation for long-term stability.

Empty properties are decorated, fully furnished and provided with floor coverings throughout ahead of being allocated to a tenant so that from day one they have essentials such as beds, sofas, white goods, carpets and curtains, everything they need to live in the home straight away. These are more than just items, they offer comfort, dignity, and the financial breathing space that helps people get back on their feet. The project also eases pressure on crisis services such as the Scottish Welfare Fund, which is increasingly oversubscribed and often unable to offer support. 

The project is a powerful example of what can be achieved when organisations with different strengths come together behind a shared purpose. The partnership between The Royal Foundation and Langstane has transformed the way empty properties are brought back into use, enabling people that have experienced homelessness to move into fully furnished homes and decorated homes without the delays or financial barriers that often stand in their way.

At the heart of this success is the unique role played by The Royal Foundation, whose networks within the private sector have unlocked access to high-quality furniture, white goods, and household items, all brand new rather than reused or second hand. The donations, secured through the foundation’s ability to connect with businesses and inspire corporate social responsibility uses its reach and influence to mobilise the private sector at scale. 

This partnership is not simply transactional it is built on trust, shared values, and a commitment to solving a problem neither organisation could tackle alone. Without The Royal Foundation’s private sector engagement, these homes would remain bare, and many tenants would struggle to make a fresh start. Without Langstane’s housing expertise and community focus, the donations would not reach the people who could benefit from them the most. 

The result is a truly collaborative model that addresses homelessness in a practical, dignified, and sustainable way – and a blueprint for how the public, private, and charitable sectors can work together to deliver real social impact. To deliver the project a dedicated post was created in Langstane. The goods are provided to Langstane at no cost and as such no service charge is passed on to tenants. 

The business case is clear. Avoiding just seven additional voids annually offsets the cost of the dedicated staff post. In 2023–24 Langstane relet more than 300 properties, 30 of which ended within 200 days of starting due to financial strain and being unable to move in and set up the property as a home. Reducing tenancy turnover even modestly by providing the items helps reduce both the spend on reletting empty properties and rent loss during void periods. 

But most importantly, this project improves lives. Removing these barriers from the outset, the project promotes wellbeing, improves tenancy sustainment, and helps people settle with pride, making a house a home. Tenant feedback has been overwhelmingly positive, with many reporting improved comfort, dignity, and a stronger sense of ownership in their homes.

Outcomes and achievements

Since its launch in mid 2024, the project has delivered 10 fully furnished and decorated homes in Aberdeen. Providing essential items such as beds, sofas, white goods, and floor coverings, the project directly addresses one of the most significant, yet often overlooked barriers to tenancy sustainment, the lack of basic furnishings at the start of a tenancy.

The project gained national recognition when HRH Prince William visited Aberdeen in March 2025 to meet tenants that had moved into the homes. His visit highlighted the importance of delivering homes, as a critical part of homelessness prevention. Another 20 homes will be delivered in 2025. 

Tenants have reported improved wellbeing, reduced stress, and a sense of pride in their homes and communities:

• “The help provided has let me keep my daughter living at home with me. Without a furnished home with carpets she would have gone into specialist care setting due to her medical needs.” 
• “I had the best sleep I’ve had in years. I slept like a baby. This will be my forever home, I won’t be going anywhere.”

The project shows that when safe housing is paired with dignity and support, it doesn’t just sustain tenancies, it transforms lives.

• Project name: Argyll and Bute Health & Social Care Partnership (HSCP) - Empty Homes Project
• Lead organisation: Argyll and Bute Council
• Partner organisations: Argyll and Bute Health and Social Care Partnership / Shelter Empty Homes Partnership

Statement of support

Argyll and Bute Health & Social Care Partnership (HSCP) are experiencing difficulties retaining and attracting essential workforce with the lack of affordable accommodation identified as a significant barrier. This has led to unmet care needs and a high reliance on temporary agency staff residing in short term lets. 

To address recruitment issues and help sustain services, an empty homes officer (EHO) was appointed, dedicated solely to assisting empty building owners to bring properties back in to use for HSCP staff. This was enabled with funding from Shelter Scotland and HSCP with the post administered by the council. 

This project not only helps with the issues experienced by HSCP, it also directly supports two of the four key elements of the high-level actions within the Argyll and Bute Council Housing Emergency Action Plan: ‘Enable the delivery of more homes for Argyll and Bute’s Workforce’ and ‘Make the best use of existing homes in Argyll and Bute’. Argyll and Bute has highest levels of ageing population in Scotland; with depopulation concerns and high numbers of empty buildings; this innovative project is contributing to a wide number of key issues. 

Making best use of long-term empty properties and bringing them back into use specifically to sustain the essential workforce, not only removes the blight of empty homes and improves the amenity of our area; it also supports sustainability of the area and environment, and essentially the delivery of critical health services to support our communities. 

Due to the complexities of working with the scale of organisation like A&B HSCP and the vast geographical area that is covered, the initiative has highlighted the need for dedicated resource to co-ordinate and facilitate the number of work strands involved. The preparatory work of establishing the model and working through challenges that have occurred, demonstrate the value of having a committed resource to engage directly with employers and staff to establish needs. The strategic processes involved required a lot of collaboration between partners and presented a number of unforeseen issues which had not previously been encountered. 

Partnership working has been instrumental throughout, from inception of the project which focussed on identifying key personnel across the different services, through to GDPR processes to identify staff requiring accommodation, to engaging with key strategic partners to deliver housing options for identified needs. The collaboration between staff, services, and accommodation providers has been key to success of implementing processes, procedures and delivering project outcomes. 

Critically the EHO understanding the key issues being experienced, means a targeted approach can be taken to identifying accommodation opportunities to meet staff needs. Furthermore, being a conduit to engage directly with empty building owners has helped get support to bring properties back into use due to empathy and understanding on the impact empty homes can have on sustaining services and communities. The diversity of the EHO role is significant, particularly due to the diversity of HSCP staff needs and time pressures to secure housing. 

Building close partnership relationships with accommodation providers, including estate departments, housing associations, and private sector landlords has been instrumental in sourcing accommodation. By securing long term leases for staff, this has ensured HSCP will continue to carry out its work to deliver health services within local communities and has delivered significant financial savings by reducing the need for relying on use of short-term accommodation and recruitment of agency staff to cover services where permanent employees could not be secured. These saving can now be directed to delivering essential services.

Outcomes and achievements

The project has achieved a number of tangible strategic and operational outcomes. These range from overcoming different bureaucratic approaches and challenges; developing range of processes and lease agreements; and fundamentally identifying empty buildings and providing a range of support to bring them back into use. This has generated significant savings for the HSCP, for example, estimated savings for six-month period of £28,586 for securing accommodation for two agency staff previously staying in AirB&B.
 
The project will yield many longer-term outcomes for the area, including: 

• Sustaining critical health services in areas where the HSCP are struggling to recruit and staff have been unable to secure affordable accommodation
• Increased partnership working
• Reducing the number of empty homes/buildings in the area
• Attracting new households to Argyll and Bute
• Identifying opportunities by thinking outside the box, such as buildings suitable for conversion and using evidence bases to gain support from empty building owners
• Improving the outlook, amenity and potential of our communities by transforming buildings to meet housing needs.

As the first project of its kind in Scotland, it’s an example of where working in partnership is key rather than trying to address key issues in isolation.
 

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

Statement of support

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

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

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

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

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

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

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

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

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

Outcomes and achievements

Case study

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

Projected diversion from landfill (with carbon saving):

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

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

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

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

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

• Project name: Tenant Participation, Engagement and Scrutiny eLearning Module
• Lead organisation: East Ayrshire Council
• Partner organisation: East Ayrshire Federation of Tenants and Residents

Statement of support

East Ayrshire Federation of Tenants & Residents (EAFTR) works in partnership with East Ayrshire Council’s Housing & Communities to promote the rights of tenants and residents throughout East Ayrshire in the maintenance and improvement of housing conditions, local amenities, and the overall environment, along with promoting a thriving community spirit across neighbourhoods. 

EAFTR work alongside the Housing Service as a “critical friend”, playing an important, strategic role in the development of policies and practices, encouraging tenant participation, engagement and the scrutiny of housing functions.
 
Collaborative council and EAFTR activities ensure that tenant involvement in performance monitoring and service evaluation is embedded within the housing service’s strategic performance monitoring framework. 

Taking co-production approach to achieving shared goals, the EAFTR hosted a series of workshops for housing and communities colleagues, tenant and resident groups, interested tenants and residents and elected members on the role of the EAFTR and to find out the priorities of tenants and wider communities. The review and feedback established that comprehensive information on tenant participation and engagement should be available to all housing and communities colleagues, from neighbourhood coaches to team leaders and operatives. 

Following a scoping exercise of existing training materials, a gap was identified in how the wider workforce can access legislation and the regulatory framework in relation to tenant participation and how everyone has a role in promoting tenant engagement, and how a simple conversation with a tenant about something that matters to them can lead to meaningful engagement. 

A short-life working group comprising the council’s customer liaison officer, the EAFTR and tenant volunteers quickly began designing an e-learning module for completion by all housing and communities colleagues. The group reviewed a range of materials and agreed the content of the module, using prompts and questions posed to the learner to encourage creativity and blue-sky thinking. 

At the heart of the e-learning module was the goal of providing clear and engaging information and examples of inspirational and embedded tenant participation in East Ayrshire, showcasing the benefits to communities. The group were mindful that the module should be concise and align with the actions contained within the council’s Tenant Participation, Engagement & Scrutiny Strategy. 

In collaboration with the council’s organisational development business partner, the working group devised the module layout and launched the module on the test system, inviting a range of colleagues to complete the e-learning module and provide feedback on ease of completion and any gaps in content. 

The module covers the following:

• Welcome to tenant participation and engagement
• Learning outcomes
• What is tenant participation?
• The national strategy key principles
• What do the principles mean to neighbourhood coaches?
• What does this result in?
• The Scottish Social Housing Charter
• What is tenant participation?
• The national strategy - key principles
• What do the principles mean to you role?
• What does this result in?
• The Scottish Social Housing Charter
• Tenant Participation, Engagement & Scrutiny Strategy and East Ayrshire
• What are the benefits?
• How do we currently engage?
• Tenant Participation, Engagement & Scrutiny Strategy vision and aims
• Links to council plans and policies
• Activities
• Showcasing success
• How can you help?
• Learning checkpoint
• Key reports.

The testing phase was an invaluable exercise, as colleagues across the entire service highlighted areas where information could be expanded to raise awareness of the importance of tenant engagement and the ways in which tenant feedback can help inform council services. 

The implementation of the Tenant Participation, Engagement and Scrutiny e-learning module in 2024 was timed to coincide with the development of the new Council Tenant Participation, Engagement & Scrutiny Strategy and a link to the online strategy survey was promoted at the end of the online module. The EAFTR and tenants’ groups saw this as an opportunity to increase feedback and encourage colleagues to share with their colleagues and wider networks.

The module was rolled-out to all housing and communities colleagues and has been included in the induction materials for new colleagues in the service.

Outcomes and achievements

A goal of the customer liaison team and the EAFTR continues to be raising the awareness of the wide benefits of tenant participation and engagement to communities across East Ayrshire and the understanding of the impact of tenants’ voices by frontline colleagues who interact with tenants and residents on a daily basis.

Implementation of the e-learning module has nurtured relationships between housing and communities and the EAFTR, resulting in a new Registered Tenant and Resident group in Northwest Kilmarnock. In addition, a clerical officer within a neighbourhood housing team has commenced Chartered Institute of Housing further education as a result of completing the module, as it sparked an interest in working directly with tenants on the issues that matter to them.

To date over 200 colleagues have completed the module and the EAFTR wish to develop this innovative, accessible method of learning to extend to their Executive Committee, registered tenant and resident groups and interested tenants. 

A member of the working group commented, “being part of the working group was a new experience for me. I’m a tenant and felt I was truly involved in something that would inform council employees about the views of their customers”.

A neighbourhood coach commented, “it helps us to better understand how the strategy links to how tenants and residents can get involved and it gives us a reference point for information. It helped with talking to people and forming a new group”.

Chairperson of the EAFTR commented, “Staff participation in the module ensures frontline staff have additional tools, knowledge and information and the right information to signpost people to opportunities to participate”.

• 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: 

• Introducing a public reporting mechanism for rough sleeping, empowering the safer communities team to provide initial support to individuals identified through this reporting, 
• Review and enhancing information on homelessness, emergency and temporary accommodation
• Implementing a new end to end out of hours process
• 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 provides 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: South Lanarkshire Youth Partnership Hub
• Lead organisation: South Lanarkshire Council

Statement of support

In September 2024, South Lanarkshire Council, in collaboration with community safety partners, enhanced its innovative multi-agency Youth Initiative, originally established in 2022, by launching a dedicated Youth Partnership Hub, focused on tackling youth disorder and anti-social behaviour across the region. Recognising the drivers, complexity and escalation of youth behaviours, often occurring simultaneously at home, school, and in the community, the council embraced a whole-systems partnership approach to transform service delivery, improve wider community wellbeing, and crucially, achieve positive outcomes and improved life chances for young people.

At the heart of this initiative is the establishment of a multi-agency youth expertise forum, which brings together specialist officers from education, social work, youth, families and community learning, Police Scotland, housing and anti-social behaviour teams and third sector organisations to provide a specialist focus on youth-related issues. This dedicated forum ensures the right expertise is present to share appropriate levels of sensitive and confidential information and agree on person-centred, collaborative actions to support behavioural change and improve life chances for young people. The hub convenes fortnightly, allowing partners to agree interventions and report on progress, fostering an ongoing cycle of evaluation and improvement, sharing good practice and outcomes to replicate in similar cases and to learn where things have not been so successful.

Central to the Youth Partnership Hub’s success is the appointment of a dedicated youth officer from the council’s anti-social investigation team. This role ensures consistent, person-centred case management, bridging services and facilitating robust partnerships. The youth officer works directly with young people, their families, and relevant agencies, tailoring interventions to individual needs. These may include parenting support, mental health services, anger management, addiction support, or other health and social care interventions aimed at addressing the root causes of anti-social behaviour. The youth officer also clearly communicates the consequences of continued anti-social conduct, using early intervention tools such as Acceptable Behaviour Contracts to encourage accountability and prevent escalations. This role exemplifies innovative cross-sector collaboration that balances enforcement with intensive supportive, preventative work being particularly trauma informed in approach.

Since its inception, the Youth Partnership Hub has demonstrated measurable improvements by preventing escalation of youth disorder, enhancing community safety, and supporting positive development for young people and their families. The hub also utilises data-driven strategic assessments to identify priority hotspot areas and deploys targeted diversionary, educational, engagement, and enforcement measures tailored to local needs.

The hub also organises taster sessions with local colleges, day trips to leisure facilities and engages young people through interactive, educational sessions, such as fire station visits and drama workshops covering alcohol and drug misuse. Community wardens further contribute by spending time in local youth clubs and supporting organised community events, enhancing positive youth engagement and trust.

This holistic, partnership-driven model ensures that interventions are tailored, timely, and effective, supporting young people to change their behaviours while addressing wider community concerns. The Youth Partnership Hub’s success illustrates South Lanarkshire Council’s commitment to innovative, multi-agency working and its alignment with national policy frameworks and the council’s Anti-social Behaviour Strategy. By fostering collaboration, shared responsibility, and early intervention, the initiative helps create safer, more sustainable communities that offer opportunities and improved life chances for all residents.

Outcomes and achievements

Significant progress has been made in reducing youth disorder. During 2024/25, 67 referrals were managed, with 10 live cases across urban/rural areas, including responses to emerging issues e.g. knife crime. Fortnightly case reviews enable coordinated support and monitoring of progress. Since the establishment of the hub, 57 cases have been closed following successful behaviour contracts, with outcomes including reductions in reoffending, alternative education, engagement in diversionary activities and youth volunteering. 

Case study:

Two 13-year-old girls’ offending caused significant community harm; staff injuries, hospitalisation, and local business closures threats. Through multi-agency intervention the partnership delivered tailored, restorative and enforcement actions. Offending reduced markedly, one girl now volunteers with Terminal One, and a formal Under 16 ASBO was avoided. Community Police noted a significant decrease in related retail, transport and community youth disorder calls.

The mother of one youth said:

• "I didn’t like the youth officer but now I think it’s great what she does. She really helped my daughter. If she hadn’t come out, God knows where she’d have ended up. She’ll wag the finger but also get you all the help you need. It was a godsend for us all."

This exemplifies our transformative, person-centred partnership approach, demonstrating best practice in collaborative, community-focused intervention and improved wellbeing.
 

• Project name: Communities Fun Day
• Lead organisation: South Ayrshire Council - Tenant Participation
• Partner organisation: Thriving Communities

Statement of support

South Ayrshire Council recognises the importance of engaging with our tenants and communicating with them in ways that are meaningful and relevant. Over the past nine years the Communities Fun Day has continued to improve and grow and 2024 saw housing services partner with Thriving Communities to continue the commitment to improve the ways we communicate, provide information, and engage with our wider communities. This new partnership working has naturally developed to continue the success of the Communities Fun Day. Well-developed relationships and improving partnership between services, working together to achieve a common goal, has demonstrated good practice of continuing to strive to give our tenants and communities a positive experience of communicating with our services via a non-traditional method. Many members of our communities’ face barriers and challenges when accessing services and by working together housing services and Thriving Communities are providing opportunities for these individuals and households to have meaningful engagement. Our Communities Fun Day, 2025, provided a free event that promoted engagement, information sharing and a fabulous day out for individuals and families living and working in South Ayrshire. The 2025 event was attended by approximately 5,000 people, which is the largest Communities Fun Day held to-date.

The Communities Fun Day allows South Ayrshire Council to deliver statutory outcomes as well as national and local outcomes and priorities. One of the main priorities of the Communities Fun Day is to support our dedication to working in partnership with tenants to achieve the commitments outlined within the aims of the Tenant Participation Strategy 2025-2030.

Housing services provides excellent opportunities for tenants and customers to become involved in activities through tenant participation which ensures tenants are at the heart of our decision-making processes and are empowered to have a voice in influencing how we deliver our housing service and work within our communities. One way in which our tenants strongly advocate to receive these opportunities is through the annual Communities Fun Day. However, as the Communities Fun Day evolved it became clear that the benefits of engagement and information sharing via the event were much wider reaching and the partnership with Thriving Communities was a natural progression. The partnership between housing services (tenant participation) and Thriving Communities strengthens our dedication and commitment to working in partnership to ensure that we engage and communicate effectively with tenants and our communities who are less likely to get involved in more formal ways.

A working group consisting of officers from both housing services and Thriving Communities has been established to ensure that the operation of delivering the Communities Fun Day is done to achieve best value for the council and that there is a wide range of council services, partners and third sector representation available on the day. This allows a vast range of engagement and information sharing at the event. It also allows tenants and our communities the opportunities to connect with services that they may not have the chance to do so normally. It also raises awareness of partners and third sector organisations operating across South Ayrshire. 

We acknowledge that our tenants’ lives are about more than the homes in which they live, and that’s why when the opportunity to progress a partnership between housing services (tenant participation) and Thriving Communities to deliver the Communities Fun Day to enhance service engagement and information sharing to the wider community it made perfect sense.

Outcomes and achievements

The level of engagement that stallholders capture with those people in our communities on the day along with the satisfaction from attendees informs the success. The Communities Fun Day 2025 has been the most successful to date:

• Over 5,000 attendees
• 60 staff/volunteers
• 35 marketplace stallholders
• 34 attractions/exhibitors.

Feedback from our 2025 event from attendees has given staff and tenants a sense of pride and demonstrates the success of the event:

• “Please just keep doing what you are doing excellent job to all involved.”
• “Event was fantastic and the fact it could be provided for free was great. One of the kids highlights was the stalls inside.”
• “The event exceeded our expectations.”
• “Love this event hope it continues for years to come. Great family day. Thank you!”

Feedback from attendees, exhibitors, stallholders, internal and external partners show how valued the event is in connecting individuals and families with services and providing information. More than this, it allows communities to create family memories via the free fun activities and attractions. This in-turn creates a very positive interaction for people with the services involved in the organisation of the event as well as the council as a whole. 

• Project name: Lochside Regeneration
• Lead organisation: Wheatley Homes South
• Partner organisation: Dumfries and Galloway Council

Statement of support

Wheatley Homes South (WHS) and Dumfries and Galloway Council (DGC) are collaborating on a landmark £130 million regeneration of the Lochside neighbourhood in Dumfries. This ambitious initiative, the largest of its kind in the region, is rooted in a community-led masterplan shaped by the voices of over 1,300 residents, tenants, and local businesses. 

The project will deliver upgrades to existing homes, hundreds of new energy-efficient properties, improved connectivity and active travel routes, and revitalised green spaces—all designed to reflect the priorities of the people who live there. 

The regeneration is a testament to the power of partnership and inclusive planning. Wheatley and the council have committed to ongoing engagement with the community, including the formation of a refreshed residents’ group that will meet quarterly to help guide the next stages of development. The masterplan not only addresses housing needs—such as more family homes and accessible properties for older residents—but also aims to foster a thriving, sustainable neighbourhood where people can live, learn, work, and invest. 

Work on new homes is expected to begin in 2027, marking a new chapter for Lochside and its residents. 

Community engagement is at the heart of the regeneration ambition and is the key to delivering successful masterplan for the people of Lochside. Over 1,300 tenants, residents and local businesses have so far helped shape the community-led regeneration by sharing their views on the future of the area. Both WHS and DGC have worked together to ensure as strong a community voice as possible when developing the masterplan. Everything from door knocking, texts, public meetings, focus groups and a roadshow was undertaken by the two partner organisations to gain community views. 

This masterplan is not just about housing – it’s the catalyst for the wider physical, social and economic regeneration of the whole of Lochside and has the ability to change the lives of the local community. We have worked closely with key anchor organisations in the area; LIFT, YMCA Dumfries, Lochside Community Centre and the Northwest Community Campus, who have helped drive forward the development of the masterplan, and they will all play a key role in the implementation. A formal community launch of the masterplan was held in July and attended by the local community, elected members and the CEO of DGC and executive team and managing director of WHS. The event had over 100 attendees and was a positive start to what will be a long-term partnership to deliver for the Lochside community. 

The Lochside regeneration project represents a transformative partnership between the two organisations, delivering lasting impact for one of Dumfries’ most vibrant communities. This £130 million transformation is rooted in deep community engagement, with over 1,300 residents, tenants, and local businesses shaping a masterplan that reflects their aspirations for better homes, safer streets, and greener spaces. 

The project exemplifies excellence in housing-led regeneration, combining the delivery of high-quality, energy-efficient homes with a commitment to inclusive growth and sustainability. It prioritises connectivity, accessibility, and wellbeing—ensuring Lochside becomes a place where people of all ages can thrive. The creation of a refreshed residents’ group and ongoing consultation ensures the community remains at the heart of every decision. 

This regeneration is not just about bricks and mortar—it’s about restoring pride, building opportunity, and creating a legacy of resilience and renewal. It stands as a model of collaborative working, strategic vision, and social impact, and deserves recognition for its ambition and the positive change it will bring to generations of Lochside residents.

Outcomes and achievements

Wheatley Homes South and Dumfries and Galloway Council launched the first Transformational Regeneration Area (TRA) in the region in 2021. Since then, both have worked with the local community in Lochside to shape and develop the regeneration masterplan. 

It has been driven by the community with their ideas instrumental to developing a high-level framework for the future redevelopment of the area. The topics that were identified as the most important were: 

• House types
• Green space 
• Safety
• Connectivity. 

Drop-in sessions were also held and staff attended community events to obtain input from residents and businesses. 

Each session provided the design team, led by Smith Scott Mullan Architects, with ideas that have been input into the masterplan. Following the success of these, the local delivery group, chaired by local anchor organisations and attended by WHS and DGC, was established to support the delivery of the masterplan over the next 10-15 years. 

Additionally, the regeneration aligns with one of Dumfries and Galloway Council’s strategic housing priorities.  The delivery of the affordable housing will be supported by the Scottish government's Affordable Housing Supply Programme and covered within Wheatley’s Strategic Housing Investment Plan 2025. 

• Project name: Welcoming New Scots to Inverclyde
• Lead organisation: River Clyde Homes
• Partner organisation: Scottish Refugee Council

Statement of support

River Clyde Homes (RCH) is the largest registered social landlord (RSL) in Inverclyde, and a key objective of the current business plan is to prioritise strong partnerships in order to achieve its vision of “Sustainable Homes and Communities”. One excellent example of this is a partnership with the Scottish Refugee Council (SRC). RCH began working with them in 2018, signing a nomination agreement that helps provide housing for refugees as part of the SRC's integration strategy. This collaboration aims to establish Inverclyde as a safe and diverse community for resettlement.

This partnership has continued to flourish, with the nomination agreement being reviewed to enable more new Scots to move to Inverclyde. To support this, RCH has been participating in the New Scot Housing Fairs organised by SRC across Glasgow. These events address the many challenges faced by new Scots transitioning from asylum support to mainstream social housing. The events enable direct engagement with social housing landlords, expediting access to suitable housing and reducing reliance on temporary accommodation - thereby taking pressure off homelessness services, particularly in the Glasgow area.

RCH teams, including housing, community support, and inclusive communities, attend these events to actively promote all that the Inverclyde area offers. They highlight opportunities and resources such as housing, education, employment, support services, and recreation.

A brochure created by RCH highlights the housing options that the organisation has to offer, from flats to cottages, sheltered housing, and accommodation for those with mobility needs or those living with dementia as well as information on the Inverclyde area. Staff provide advice on housing options, income maximisation, and support with registering a housing application.

RCH staff understand that it may be an overwhelming experience to relocate particularly when families or individuals are settled within a community and are familiar with their environment. To support and provide reassurance, RCH staff arrange follow-up visits to the Inverclyde area, which enables people to see Inverclyde first-hand. Staff offer assistance with travel costs to alleviate any financial concerns. Initiatives like joint bus tours with RCH staff and SRC showcase available properties and local amenities, fostering confidence and comfort for New Scots considering moving to Inverclyde.

RCH and SRC efforts have led to a number of families securing tenancies, and staff have provided support with furnishing homes, setting up utilities, interpreting services and integrating into the community.

In June this year, the partnership hosted the first New Scots Housing Fair in Inverclyde, featuring community organisations and local housing providers offering advice and guidance on housing, employment, health, and education. The event was also attended by the established Inverclyde new Scots community who played a key role in the event's success. They provided a delicious lunch and organised a lucky dip sponsored by RCH, receiving glowing feedback from attendees who expressed enthusiasm about relocating.

RCH staff and the SRC are going that extra mile to help to break down barriers to support new Scots who are considering relocating. The success of this inaugural event in Inverclyde has paved the way for future new Scot fairs, further strengthening RCH's commitment to supporting new Scots and building sustainable communities.

• Emily Edwards, housing development Officer at SRC, shared, “We received fantastic feedback from participants. One couple described it as a five-star event and even asked for directions to the seaside!”

Outcomes and achievements

Grant McPhail, resource development manager (SRC)

• “Since 2018, River Clyde Homes (RCH) and the Scottish Refugee Council (SRC) have worked in partnership to promote Inverclyde as a thriving place to live. The partnership has grown—beginning with small steps to introduce Inverclyde to some families supported by SRC and leading to the establishment of tenancies in the area.

RCH supported SRC by providing second-tier assistance, including the drafting of legal agreements that underpin the partnership and SRC delivered training to RCH staff on issues relating to refugee support.

There is a deep and sustained commitment from both organisations and one clear example, is the passion and expertise RCH bring to SRC’s New Scots Housing Fairs. RCH staff promote Inverclyde as a welcoming and supportive place, they ensure refugees understand their rights, entitlements, and responsibilities as tenants. They listen and support individuals navigate the complexities of the housing system with an approachable and compassionate presence.

At the most recent New Scots Housing Fair, in Inverclyde RCH and SRC welcomed 33 refugees and 18 organisations spanning tenancy support, education and employability, healthcare, and community groups. All in aid of promoting Inverclyde as a place where New Scots can rebuild their lives.”

• Project name: Breaking Barriers to Support: Link Group's Lightening Reach Journey
• Lead organisation: Link Group
• Partner organisations: Scottish Federation of Housing Associations & Lightening Reach

Statement of support

Every year, over £23 billion in benefits, grants, and other support goes unclaimed in the UK. Not because people don’t need it but because the systems are too complicated, fragmented, hard to find and navigate (source: Lightening Reach website). 

Like other landlords, Link Group has found it difficult to engage with tenants who need support but are reluctant to ask for it. There are specific challenges for engaging with hard-to-reach groups, specifically men under the age of 35, living alone. This group are disproportionately at risk of failed tenancy yet avoid asking for help. 

As a solution, Link teamed up with the Scottish Federation of Housing Associations to pilot Lightening Reach, an online portal that matches customers to available financial and personal support. Link Group felt that by combining Lightening Reach with the expertise of their in-house advice team and tenant engagement team, they could reach more tenants and provide wider support. 

The Lightening Reach portal allows customers to create an account that matches them with support from multiple providers. It provides access to a huge range of help with energy bills, fuel vouchers, home efficiency upgrades and energy advice. As a self-led approach, it also reduces anxiety about discussing sensitive or embarrassing personal circumstances with staff.

The project aim was to connect tenants to the support they need and to build their financial resilience for long term sustainability of their tenancy. It sought to engage effectively with those most at risk, harness non-traditional support and share the learning with the wider sector. 

• Link’s advice services leader Evelyn Lapsley explained, “We’re finding that most tenants referred to us are already in receipt of full benefit entitlement. It’s becoming increasingly difficult to enhance the financial support available. Furthermore, there’s a segment of tenants that don’t engage, who we want to reach out to more effectively”.

To promote Lightening Reach, Link’s tenant engagement team designed and sent out text and email ‘push messages’ to specific tenant segments. This incremental approach ensured the roll out was gradual and measured, keeping staff resources available for any tenants who required support with the service. 

Using a system called CX-Feedback, push notifications were initially sent to over 2,000 tenants. The data-led, targeted approach, started with men, under the age of 35, living alone. 

The next customer segment was pensioners. Although not specifically a hard-to-reach group, Link was keen to communicate with over 65s due to a deadline for tenants to check pension credit eligibility at the time. As the winter fuel payment had been stopped for many in this group, Link recognised it could have been a vital lifeline for those struggling most. 

A short time later, Link sent targeted information to tenants who were likely to be impacted by the universal credit migration. The messaging was tailored to provide help and support around this issue, as well as signposting to Lightning Reach for financial help where needed. 

Push message engagement rates were monitored, as well as the number of tenants signing up to Lightning Reach after each communication was sent. This allowed Link to track how well they engaged with each targeted group.

Following success with reaching out to hard-to-reach groups, the project expanded to lone parents and other under-engaged tenants, utilising customer persona information, developed from data collected in previous consultations.

Although digital push messaging was the main engagement method, other traditional approaches were used, including: 

• Information in the printed tenant newsletter 
• Frontline staff providing information in-person
• Customer service centre staff signposting tenants by phone and email 
• Trade operatives carrying postcards printed with key information when attending appointments in tenants’ homes 
• Local tenant events.

Outcomes and achievements

The Lightning Reach partnership has helped over a thousand Link tenants to access more than £50,000 in additional financial support. 

The project met its planned aims of connecting tenants to the support they need, engage effectively with those most at risk, and harness non-traditional support. 

It achieved quantifiable outcomes:

• 1,120 tenants accessed the portal 
• 1,010 completed their profile – 90 per cent found support 
• 686 engaged with support 
• 95 completed benefit checks 
• 99 referrals to Link’s advice service 
• £51,100 in financial support for Link tenants. 

Success of innovative, targeted engagement includes: 

• 67.51 per cent tenants engaged through Link’s digital engagement tool
• 15.83 per cent engaged via Link website 
• 3.58 per cent engaged after receiving a poster or postcard 
• 13.08 per cent engaged through other routes, e.g. existing advice service referral. 

Around 95 per cent of tenants searching for support on Lightning Reach did so without assistance. Significantly, the self-service style of support has increased engagement of hard-to-reach groups, who are traditionally less likely to reach out for help. 

Using the project data, customer personas of Link tenants most in need of help were developed and are being used to improve engagement with those customer segments.

An article is in development for publication in Inside Housing to share the learning with the wider sector.

• Project name: Scotland’s first Housing & Social Care Accessibility Summit
• Lead organisation: Horizon Housing Association
• Partner organisation: Scottish Housing News

Statement of support

In September 2024, Horizon Housing Association and the Scottish Housing News hosted Scotland’s first national Housing & Social Care Accessibility Summit at the V&A in Dundee. Both organisations felt it was critical to shine a light on accessibility and create a space for collaboration to start turning a crisis into an opportunity. At the time of the event 25,000 disabled people were on council waiting lists for an accessible home – that’s a rise of 150 per cent in last six years and almost certainly higher now. 

From the beginning it was important to have a range of speakers across sectors, including those with lived in experiences, to bridge the gap between housing and social care, a common challenge. We got in touch and secured a variety of experts speakers from across key sectors such as housing, councils, social care, research groups, private developers, the Scottish National Investment back and architects to participate. We also received support from the Scottish government, in particular the housing minister and the minister for Social Care. Paul McLennan, housing minster represented the SG at the event. 

The event was split into three key topics: 

• Health and social care: Critical links to accessible housing
• Making financial sense: Accessible design can save the public purse
• Construction and design: Accessible homes are good for everyone.

The event welcomed 120 participants and was sold out with high levels of interest from colleagues across all sectors in Scotland. 

In terms of the location of the event it was important to have a venue that was suitable and accessible for everyone. The V&A in Dundee quickly became an obvious option given its central location within Scotland, close proximity to the train station as well as options for local parking and most importantly accessible event space with a changing room facility. We worked with the team at the V&A to ensure it was accessible to all, including creating a ramp for the stage so that wheelchair users could safely use the platform at our event and for all future events at the V&A. 

In the build up to the event a range of activities took place to set the scene such as:

• Delivery of a four-part podcast with Kieran Findlay, Scottish Housing News editor, and Jimmy Black, former Dundee housing convener and housing justice campaigner, focusing on key areas of accessibility 
• A range of lived experience videos were created to demonstrate the positive impact that accessible housing and adaptations can have on people’s wellbeing 
• Parliamentary acknowledgement was received for Horizon Housings dedication to championing accessibility.

The events also caught the attention of caught the attention of Campion homes and Hanover Scotland who partnered with the event and became the sponsors.

Outcomes and achievements

• Over 120 participants given the opportunity to network, learn and showcase their work for the first time in Scotland. 
• The National Accessible Housing Network has grown by 1/3 giving space for people to collaborate bi-monthly on like-minded projects. Members include professionals from local authorities, research and academic groups, housing and planning, charities, networks and professional associations.
• Creation of two new national awards which showcase accessibility in housing one at the Scottish Home awards and another at the CIH Scotland Housing Awards. 
• A number of local authorities have expressed interest in creating local accessible housing summits on the back of our success. This began in April 2025 when the City of Edinburgh council hosted Edinburgh’s Accessible Housing Summit and Pam Duncan-Glancy, Scottish Labour MSP, is in the process of organising one for Glasgow. 
• Other partnerships created - Horizon are now working with The Richmond Fellowship Scotland, a charity which support over 2,500 people across Scotland with a broad range of needs to live independently as possible.
• Our former CEO was honoured and recognised as a housing champion .
• Lorna Cameron, former Horizon CEO was invited along to various groups to discuss the summit such as Housing LIN.

• Project name: Kilbeg - Sabhal Mòr Ostaig affordable homes delivered in partnership with CHT
• Lead organisation: Communities Housing Trust
• Partner organisation: Sabhal Mòr Ostaig

Statement of support

The Kilbeg - Sabhal Mòr Ostaig development represents a transformative step for the Sleat peninsula and wider Isle of Skye, delivering a long-term positive impact on the local community. As the first new village on Skye in over 100 years, Kilbeg addresses critical issues of depopulation, housing shortages, and economic sustainability. The Kilbeg - Sabhal Mòr Ostaig development on the Isle of Skye sets a benchmark for ethical and environmentally responsible rural development, combining sustainable housing with cultural regeneration.

Led by Sabhal Mòr Ostaig, the National Centre for Gaelic Language and Culture, in partnership with Highland Council and Communities Housing Trust (CHT), Kilbeg is the first new village development on Skye in over a century. Its primary focus is to provide affordable, high-quality homes for the local community, with discounted ownership secured in perpetuity through the Rural Housing Burden.

One of its key impacts is in housing accessibility. Through a combination of social rented homes, discounted sale properties, and self-build plots, Kilbeg offers affordable housing options for a wide range of people. The inclusion of fully wheelchair-accessible homes ensures that older residents, people with disabilities, and those seeking to downsize can remain in their community, supporting intergenerational living and strengthening social bonds. This directly tackles the rural housing crisis and the outmigration of younger families from Skye.

While Kilbeg primarily addresses housing need it has added benefits for the residents and the wider community. Culturally, the project encourages the preservation and revitalisation of Gaelic language and heritage by creating a living, working and evolving Gaelic-speaking community centred around Sabhal Mòr Ostaig. By welcoming Gaelic speakers, learners, and families engaged in Gaelic education, Kilbeg strengthens the use of the language in daily life, encouraging cultural continuity.

Economically, the creation of homes, enterprise units, and future commercial spaces is set to stimulate local job creation, while access to amenities like childcare, medical services, and community transport increases quality of life and wellbeing for residents. Funding from the Scottish government’s Rural and Islands Housing fund and the Highland Council was instrumental in building the homes.

Kilbeg’s community-led approach ensures local needs drive the development, preserving the character and resilience of Sleat while offering a replicable model for ethical, sustainable rural regeneration across the Highlands.

Culturally, the development strengthens Skye’s Gaelic heritage. Its close proximity to Sabhal Mòr Ostaig ensure that Gaelic speakers, learners and non-Gaelic speakers alike are welcomed, helping foster a vibrant community. This linguistic emphasis supports the transmission of Gaelic between generations while making the area attractive to new residents with cultural interests.

Economically, Kilbeg supports local employment and enterprise development, creating new jobs and providing essential community facilities such as childcare, a medical centre, and a community shop. Overall, Kilbeg offers a rare model of ethical rural regeneration, rooted in sustainability, culture, affordability, and community. 

Outcomes and achievements

Through the project, eight affordable homes were built, alongside three discounted self build plots. The Highland council also have eight social rented homes. The homes are a mix of discounted rent and sale, and include family homes, level-access and wheelchair accessible homes, and they were supported with significant Scottish government affordable housing grant funding. These homes include two fully accessible properties designed to meet the needs of older residents and those with disabilities, supporting intergenerational living and tackling social isolation. A key feature of these homes is their energy efficiency. Heating is provided through air source heat pumps with air-to-air systems, supported by towel rails and panel heaters in key areas. Hot water is delivered by an unvented cylinder system, while a Mechanical Ventilation with Heat Recovery (MVHR) system ensures fresh, filtered air circulates throughout the homes, maintaining indoor air quality and reducing heat loss. The high level of air-tightness complements these systems, cutting down on energy use and costs for residents. All homes are resided in with the exception of one that is still to be sold.

• Project name: Tackling fuel poverty together
• Lead organisation: Hillcrest Homes

Statement of support

Hillcrest Energy Advice Team (HEAT) is a dedicated team of just four staff members covering the entire East of Scotland. Despite its size, HEAT has delivered exceptional outcomes through leveraging innovative and extensive partnership, improving service delivery, and enhancing community wellbeing. In 2024/25 alone, HEAT supported 3,000 tenants, generating almost £1.2 million in financial gains for these households. Furthermore, a collaborative emergency top-up initiative supporting 81 households that had fallen off-supply or were at risk, generated £873,429 in social value over only three months, demonstrating the power of collaboration in transforming lives.

HEAT’s success is rooted in its ability to build and leverage extensive partnerships across sectors. A prime example is their RTS (Radio Teleswitch) Meter Switch-Off project - a complex national challenge requiring urgent action. HEAT coordinated a multi-agency approach involving energy suppliers, housing staff, local authorities, maintenance teams and even news outlets. This included:

• Coordinating letters, surveys, and phone campaigns to reach tenants directly
• Organising door-knocking and flyering for unresponsive or hard-to-reach households
• Liaising with energy suppliers to resolve 300 previously unserviceable meter installations.

This collaborative effort, which identified 2,058 at-risk or vulnerable households resulted in securing upgrades for 80 per cent of households, pre-emptively safeguarding tenants from potential disconnection and ensuring continuity of heating.

Another innovative initiative was the Young People Electric Heating project. Recognising that tenants under the age of 25 with electric heating were among the most vulnerable and least engaged, HEAT partnered with housing teams to conduct targeted door-knocking campaigns to offer advice and information of grants and support available. This proactive approach built trust and delivered £195,782 in direct energy financial gains, while significantly improving engagement within a hard-to-reach demographic. In addition, a number of onwards referrals were made to partner teams and organisations for further support covering things like social wellbeing, income maximisation, foodbanks etc.

Utilising partnership working to greatly expand reach and impact, the four advisers of HEAT have:

• Delivered 1,134 tailored energy advice sessions and 907 heating/solar PV demonstrations, ensuring tenants understand and optimise their energy use
• Secured £144,202 in emergency energy top-ups and £75,445 in fuel debt write-offs, despite losing some major funding streams like the Fuel Insecurity Fund
• Developed cross-team referral pathways, enabling tenants to also access financial wellbeing and other advice that they would otherwise miss.

HEAT’s collaborative approach has had a profound impact on tenant wellbeing. The Winter Fuel Allowance project, launched in response to government cuts, worked with external as well as internal partners to secure £101,252 in direct energy support for pension-age tenants, reducing fuel poverty and improving mental health.

HEAT also introduced social value measurement, tracking outcomes such as improved mental health and the ability to heat homes in winter. Implementing this over an emergency top-up initiative supporting 81 households so far, over only the first three months this financial year, the team has already generated £873,429 in measurable social value.

HEAT exemplifies the spirit and importance of partnership and innovation. By working collaboratively with a wide range of organisations across the housing, energy, and charitable sectors, as well is a swathe of internal specialist teams, HEAT has delivered life-changing outcomes for literally thousands of tenants. Their ability to adapt, innovate, and lead in challenging circumstances has long set a benchmark for best practice in the housing sector.

Outcomes and achievements

• Financial gains: £1,003,073.44 delivered to tenants in 2024/25.
• Energy top-ups: £144,202.47 provided to households in need.
• Fuel debt write-off: £75,445.84 secured for tenants.
• Advice and education: 1,134 tenants received energy advice;
• 907 attended heating/solar PV demonstrations.
• RTS meter switch-off: 80 per cent compliance achieved across 2,058 properties through coordinated partnership action.
• Targeted support: £101,252 secured for pension-age tenants via Winter Fuel Allowance Project; £195,782 delivered to under-25 tenants with electric heating.
• Social value: £873,429 generated in only three months through improved well-being and reduced fuel poverty.

These achievements were made possible through HEAT’s innovative and collaborative approach, working with internal teams, energy suppliers, and community partners to deliver sustainable, life-changing outcomes for tenants across the East of Scotland.

• Project name: OPAL Borders
• Lead organisation: Eildon Housing Association
• Partner organisations: National Lottery Community Fund, Cyrenians, Art in Healthcare, Scottish Borders Council

Statement of support

Overview: 

OPAL Borders (Older People Active Lives) is a pioneering initiative tackling loneliness and social isolation among older people in the Scottish Borders. Delivered from Eildon’s seven supported housing developments and supporting the wider community, OPAL provides a programme of meaningful activities focused on physical and cognitive wellbeing, social connection, and community resilience.

What makes OPAL Borders exceptional is its evolution through partnership. Initially co-designed and delivered with Cyrenians, the project has grown into a sustainable, community-embedded service led by Eildon, supported by a diverse network of partners. This journey demonstrates innovation in partnership working—moving from a specialist-led model to a mainstreamed, community-owned approach that continues to expand its reach and impact.

The partnership journey:

• Phase one – Co-creation with Cyrenians: OPAL launched in 2022 as a collaboration between Eildon and Cyrenians, combining Eildon's housing expertise with Cyrenians’ experience in tackling isolation. This partnership allowed rapid mobilisation post-pandemic, creating safe spaces for older people to reconnect.
• Phase two – Mainstreaming and sustainability: When Cyrenians’ strategic priorities shifted, Eildon took the bold step to fully integrate OPAL into its community partnership team, funded by National Lottery Community Fund, ensuring continuity and embedding social wellbeing within housing services.
• Phase three – Expanding the network: Today, OPAL thrives through partnerships with Art in Healthcare (creative wellbeing sessions and art exhibitions), The General Store (digital inclusion), Alzheimer Scotland (dementia-friendly cafés), and local schools (intergenerational activities). These collaborations enrich the programme and extend its benefits beyond Eildon tenants to the wider community.

Impact and innovation:

OPAL is more than a social group—it is a community connector. Since December 2024, the project has held 107 groups and welcomed 1,344 attendances. It now runs over 15 groups per month with more than 200 attendances in a typical month. Specialist groups include the Forget Me Not Café for people living with dementia and digital inclusion clinics helping older people access online services and stay connected.

One of OPAL’s proudest achievements is Pie and a Brew—a men’s group piloted in Peebles with the Scottish Borders Council LAC team. Designed in response to low male attendance, it offers a welcoming space for men to share stories, support each other, and build friendships over food. From its modest start, Pie and a Brew has grown in popularity and inspired similar initiatives, proving the power of listening and responding to community needs.

Another example of OPAL’s evolving partnerships is its collaboration with Art in Healthcare. This partnership has brought curated artwork into Poynder Apartments, creating a visually enriching environment for residents. In addition to the art loan, Art in Healthcare has delivered creative classes that support wellbeing and self-expression. This cultural dimension complements OPAL’s social and physical wellbeing aims, demonstrating how housing-led initiatives can integrate arts-based approaches to improve lives.

Why it stands out:

• People-led: Activities shaped by participants’ interests and feedback. Eildon has committed to giving attendees a voice in governance through its Advisory Board.
• Strengths-based: OPAL builds on the skills of attendees and volunteers, fostering confidence and purpose.
• Connected: The project actively collaborates with local networks, ensuring it complements and avoids duplication.

OPAL Borders exemplifies the power of partnership in housing-led community wellbeing. The project has evolved from a pilot into a sustainable, replicable model that continues to grow. Its partnerships — from Cyrenians to the National Lottery and Art in Healthcare — demonstrate innovation, responsiveness, and impact. With strong outcomes, lived experience shaping delivery, and a commitment to inclusion, OPAL Borders shows what housing associations can achieve when they work in partnership to improve lives.

Outcomes and achievements

OPAL Borders has transformed lives by reducing loneliness, improving wellbeing, and strengthening community ties. 

Building on the initial successes, the project has, since December 2024:

• Held 107 activity groups across seven hubs
• Welcomed 1,344 attendances
• Engaged four volunteers, building community capacity
• Established specialist groups (Pie and a Brew, Forget Me Not Café) and introduced digital inclusion clinics.

Feedback from attendees highlights the difference OPAL makes:

• “I always feel better after attending OPAL—more relaxed and wide awake.”
• “My Dad recently passed away, and a highlight was his visits to OPAL groups. Thank you for giving him this.”

The project’s success lies in its collaborative approach — from its origins with Cyrenians to its current partnerships with Art in Healthcare, The General Store, Alzheimer Scotland, and the LAC team. This network ensures OPAL remains innovative, inclusive, and responsive to community needs.

With funding secured from the ‘Improving Lives’ strand of the National Lottery Community Fund for the next three years, OPAL will continue to grow, offering a sustainable, scalable model for partnership working in housing and community wellbeing.

• Project name: Partnerships With Purpose
• Lead organisation: Caledonia Housing Association

Statement of support

Our purpose is clear – providing homes and services that make life better. We know no single organisation can achieve this alone, which is why partnership with purpose is core to our mission. 

By uniting expertise, resources, and ambition, we deliver greater value for tenants and communities. Over the past year, our collaborations have improved wellbeing, enhanced services, and strengthened neighbourhoods across eight local authority areas – proving that working together builds better lives. 

Through our Community Fund – created from the proceeds of our office estate transformation – we’ve supported over 40 community-led projects that improve wellbeing, tackle inequality, and strengthen connections. 

Innovation that matters: Improving wellbeing 

Our partnership with Scarf has transformed how we tackle fuel poverty. By combining housing expertise with specialist energy advice, we’ve helped tenants cut costs, stay warm and reduce their carbon footprint. One tenant told us: 

• “Angela from Scarf was so helpful, she arranged a crisis voucher and a warmer duvet for my daughter – I’ve already put her energy-saving tips into practice.” 

With Lightning Reach, we’ve broken down barriers to financial assistance. Their digital platform connects tenants with unclaimed entitlements, providing quick, seamless access to vital support. 

We’ve invested in staff skills to better support tenant wellbeing. Working with partners such as SAMH, we delivered mental health training for managers and staff, equipping them to recognise issues and provide support. This followed findings from our Getting to Know You survey, which highlighted rising mental health concerns among tenants, and shaped how we invested in skills to strengthen community wellbeing. 

Improving service delivery and quality 

Partnership is most powerful when it delivers tangible change for people. Our work with Dundee Health and Social Care Partnership is a standout example. Together, we co-developed six specialist supported flats for adults with additional needs at our Coldside Road development, embedding features that promote safety, independence, and long-term quality of life. 

• “The new homes include additional features and specifications that go beyond the standard set by a typical housing association.” – Ken Lynn, chair, DHSCP 

Through the HOPE Project, in partnership with DHSCP and Hillcrest Homes, we’ve connected hundreds of tenants to wellbeing and practical services – from mental health support to crisis aid – ensuring no one is left behind during challenging times. 

In partnership with The Gannochy Trust, we’ve strengthened our Community Anchor project, which provides tailored support for older tenants to stay connected, independent, and well. This has enabled outreach visits, social activities, and access to services for over 550 older tenants – reducing isolation, building confidence, and helping people remain active within their communities. 

These collaborations allow us to respond effectively to complex needs, ensuring our homes and services improve people’s lives. 

Best practice and community wellbeing 

Our partnerships go beyond bricks and mortar. We invest in community-led initiatives, funding organisations and supporting services like The Neuk and Bellsmyre Digital Trust to tackle crisis situations and digital exclusion. By working alongside charities and local groups, we build stronger, more connected neighbourhoods. 

This reflects best practice in place-based collaboration, aligning housing with health, financial resilience, legal advice, and community services. Together, we’re delivering not just homes, but foundations for stability, wellbeing, and thriving communities. 

Why this partnership model stands out 

Our model shows what’s possible when housing providers look beyond their own services and work with, not just for, communities. By combining specialist expertise and resources, we’ve delivered tailored support that reduces fuel poverty, strengthens tenant rights, supports vulnerable households, and delivers inclusive, co-designed homes. These partnerships have set a new benchmark in collaborative working – ensuring every household we serve has access to the tools and support they need to live well.

Outcomes and achievements

Tackling fuel poverty: Through Scarf, 335 households received tailored energy advice and crisis support, unlocking £14,216 in emergency funding and generating an estimated £268,000 in annual energy savings – helping families stay warm, safe, and financially stable. 

Increasing financial resilience: Our partnership with Lightning Reach connected 332 tenants to £28,650 in unclaimed entitlements, providing rapid access to vital funds and easing the pressure on struggling households. 

Inclusive homes co-designed with health partners: Working with Dundee Health and Social Care Partnership, we delivered six specialist supported flats for adults with additional needs, designed with bespoke features that go beyond standard housing provision, giving tenants greater independence and dignity. 

Strengthening communities: We partnered with 40+ grassroots organisations to provide grants and physical space for essential services to operate - backing mental health crisis support (e.g., The Neuk) and digital inclusion (e.g., Bellsmyre Digital Trust) - strengthening local networks and improving wellbeing at a community level. 

Supporting wellbeing and inclusion: The HOPE project connected 405 tenants with mental health, crisis and practical support, providing a vital safety net so no one faces challenges alone. Through our Community Anchor, 550 older tenants received tailored support that reduced isolation, improved digital confidence and strengthened local networks.

• Project name: Working in Partnership
• Lead organisation: Clackmannanshire Council

Statement of support

Clackmannanshire Council’s housing service recognises housing as a key determinant of health, wellbeing, economic and social outcomes. The service has prioritised strong partnership working with communities and partner agencies to deliver improved outcomes, raise standards, and enhance engagement. As Scotland’s smallest mainland authority, the council is well-suited to implement multi-agency approaches, breaking down siloed working practices to better coordinate support systems.

Multi-agency partnership working 

The Family Wellbeing Partnership 

The housing service is an active member of the award-winning Family Wellbeing Partnership (FWP), a whole-systems, multi-agency initiative aimed at improving outcomes for families and children in Clackmannanshire. The housing service supports this through targeted work with young people, particularly school leavers, helping prepare them for independent living. In partnership with education services, the service delivered focused sessions on a range of key housing services, including housing rights and responsibilities, access to housing options, money advice, and housing support. 

Through the FWP’s Tackling Poverty Partnership (TPP) strand, the service contributes to local poverty reduction efforts, including funding a landlord-tenant mediation service within the private rented sector. 

The service working with the council’s Transformation Space has issued its first call for proposals aimed at preventing homelessness. The process focuses on prevention and early action, based on ideas from the Christie Commission. It aims to change how public services work in Clackmannanshire and reduce the need for costly, repeated interventions.

Strive 

The service is a core partner in the Safeguarding Through Rapid Intervention (STRIVE) project. STRIVE brings together a group of key stakeholders, comprising of housing, education, justice, health, child care, adult care services and Police Scotland to provide early intervention and short-term, person-centered support for individuals with complex needs at cusp of statutory intervention. STRIVE seeks to prevent homelessness and address issues such as mental health, addiction and financial insecurity. 

Staff have reported positives from this approach including improved information-sharing and a clearer understanding of roles and responsibilities, whilst reducing duplicated efforts across different departments.

Forth Valley Tenant Participation Officers Forum 

In 2024 the service led on re-establishing the Forth Valley Tenant Participation Officers Forum. This regional group enables social landlords across Clackmannanshire, Falkirk and Stirling to share good practice, improve tenant engagement, and enhance service standards. The forum is well attended with eight social landlords represented.

Smaller scale partnership working 

The service has taken a proactive approach to engaging in smaller-scale partnerships that improve service delivery. In collaboration with SACRO and justice services, the service has launched a two-year 'Safe Space' pilot supporting women fleeing domestic abuse. This person-centred service prioritises secure, sustainable housing outcomes supporting women to remain safely in their homes or helping them transition to new tenancies. 

Furthermore, together with Falkirk Council and Transform Forth Valley, the housing service provides a self-neglect and hoarding service, supporting individuals to reduce risks associated with hoarding. This includes coordinated support around housing, finances, substance use, and healthcare needs of the clients. 

The service continues to work with MECOPP to support the rights of Gypsy/Traveller communities. Actions undertaken include developing a culturally sensitive Traveller Site Pitch Allocations Policy and promoting cultural awareness training for housing staff, ensuring the service can meet and improve the housing needs of this historically marginalised group. 

Community events and engagement 

The housing service leads in organising community events, combining practical advice with accessible engagement, such as the “Clacks Community Carnival” with fun activities for children and families, and stalls from partner organisations such as Police Scotland, Clackmannanshire Third Sector Interface and the local RSLs. The events aim to build trust and showcase the broad impact of partnership working across Clackmannanshire.

Outcomes and achievements

The service is an active partner in the award-winning Family Wellbeing Partnership, supporting school leavers through housing education and contributing to the aims and objectives of the Tackling Poverty Partnership, funding PRS mediation services, and working to expand access to temporary accommodation reduce risk of homelessness. 

Established a community voice homelessness panel to work on localised and trauma-informed solutions. 

A key partner in STRIVE, providing early, person-centred support to individuals with complex needs. STRIVE has improved information sharing, reduced duplication, and enabled earlier intervention. 

The service took the initiative in re-establishing the Forth Valley Tenant Participation Officers Forum to share practice and strengthen tenant engagement. 

To support daily operational work, the housing service leads the Safe Space pilot with SACRO, supporting women fleeing domestic abuse with housing-focused outcomes. 

In addition, works with Falkirk Council and Transform Forth Valley to deliver a self-neglect and hoarding service and partners with MECOPP to support Gypsy/Traveller communities through culturally sensitive policy and staff training. 

Together with partner agencies, taking the lead in creating inclusive events such as the Clacks Community Carnival, promoting local services and partnerships, and currently planning on delivering Clackmannanshire’s first housing service open day to increase visibility and community input.