Working in partnership

• 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: 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: 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: 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.