Excellence in Leadership

• Individual nominated: Graham Budge 
• Organisation: Budge Property 

Statement of support

Graham Budge began his entrepreneurial journey in 2015 with no formal background in housing and no inherited advantage. What he had was a willingness to learn, a strong work ethic built through five years in sales, and a clear vision for the kind of leader he wanted to become. That vision has been tested, refined, and ultimately proven through the businesses he leads today. Graham solely owns Budge Property, which provides emergency accommodation under contract to East Lothian Council, and co-owns Budge Property Accommodations, which serves both Edinburgh City Council and East Lothian Council. Together these businesses now manage 65 housing units and have placed many individuals and families into safe accommodation at their most vulnerable moments. This growth was not steady or guaranteed. It was shaped directly by Graham's capacity to learn from failure and lead with honesty. 

In an earlier venture, Graham and his business partner expanded a property leasing company into England. The expansion moved quickly but lacked the systems and oversight needed to manage it properly. The venture failed, resulting in a combined loss of £130,000 across both partners. Rather than concealing this setback or attributing it to market conditions, Graham sought out a business mentor and asked a difficult question: what went wrong. The mentor identified a lack of control as the central issue. Graham accepted this without defensiveness, closed the failing venture, and rebuilt his approach from first principles. That response is the clearest evidence of the self-awareness and ownership the judging criteria are looking for. Many leaders avoid scrutiny of their failures. Graham sought it out, absorbed an uncomfortable truth, and used it to change how he operates every business he leads. 

The outcome of that change is visible today. Graham introduced clear systems, robust financial controls and proper governance into Budge Property, replacing the instinct-led approach that had previously caused problems. He has applied the same discipline to Budge Property Accommodations, which now operates successfully across two local authorities at once, a model of collaboration that depends on consistent standards, clear communication and dependable delivery. Graham's leadership is also reflected in his approach to acquisition. Alongside his business partner, he co-owns A&I Coaches, a transport business based in Stonehaven that has served Aberdeenshire since 1985. When the acquisition was completed, Graham prioritised retaining every member of staff and protecting every council contract, recognising that the business's long-term success depended on the people and relationships already in place. This decision reflects vision beyond his core housing portfolio and a consistent leadership style built on respect rather than disruption. 

Graham continues to demonstrate collaboration in his daily work, maintaining contract relationships with two separate Scottish local authorities and working in partnership with his business partner to scale Budge Property Accommodations responsibly. His leadership is not defined by a single success but by a consistent pattern: identify the problem honestly, take ownership without excuse, and rebuild with better systems than before. Graham Budge represents a model of leadership that the housing sector in Scotland needs more of. He has built essential services from very little, recovered from a significant financial setback with honesty and resolve, and now leads two housing businesses that local authorities rely on to support vulnerable people every single day. 

Outcomes and achievements

In just one and a half years of trading, Budge Property Accommodation has become a trusted supplier of emergency and homeless accommodation to the City of Edinburgh Council under its framework agreement. The business now provides 66 accommodation properties across the city, comprising 64 emergency housing units and two shared accommodation properties, helping the council meet acute demand for temporary and homeless housing. This rapid growth reflects the consistent delivery standard, reliable property management and collaborative working relationship that Graham Budge has built with council commissioning and housing teams. Having previously overcome a significant financial setback in an earlier venture, Graham applied stronger systems, clearer governance and a more disciplined approach to scaling this business responsibly. By quickly expanding capacity while maintaining quality and compliance, Graham has helped place individuals and families in safe, well-managed accommodation during a period of significant housing pressure in Edinburgh. He remains committed to expanding supply, improving standards across the portfolio and supporting the council's statutory homelessness duties through dependable, partnership-led leadership. 

• Individual nominated: Jim Strang 
• Organisation: Riverside Scotland 

Statement of support

For more than four decades, Jim Strang has been one of Scotland’s most respected housing leaders. His career has spanned local government, housing associations, national sector leadership, governance and homelessness advocacy. Throughout that time, he has remained committed to improving lives through housing, championing the belief that safe, affordable homes are the foundation of stronger communities and better life chances. 

Since becoming Chair of Riverside Scotland in September 2021, Jim has provided calm, values-led leadership through one of the most challenging periods facing the sector. Against a backdrop of economic uncertainty, rising homelessness, increasing customer expectations and regulatory change, he helped steer the organisation through significant transformation while maintaining a clear focus on tenants, service quality and community impact. His leadership provided stability, confidence and strategic direction when most needed.  

Jim’s vision extends far beyond bricks and mortar. He sees housing as a vehicle for social justice, health improvement, economic participation and community renewal. This belief has shaped his career and continues to guide his leadership today. As chair, he has championed a customer-focused approach, placing tenants at the heart of decision-making and supports Riverside Scotland’s mission of transforming lives and revitalising neighbourhoods.  

Innovation is a defining feature of Jim’s leadership. He recognises that the housing sector must continually evolve and has consistently encouraged new thinking and bold ideas. An example is his support for Riverside Scotland’s pioneering Housing First for Families initiative. Recognising the need for a new approach to family homelessness, Jim championed the service from the outset, providing strategic support. His willingness to challenge convention and back new ideas helped create a service that is transforming outcomes for vulnerable families. 

The strength of Jim’s leadership is reflected in the recognition Riverside Scotland has received during his tenure, achieving multiple industry awards, including a double win at the 2025 CIH Scotland Housing Awards. Housing First for Families was recognised in the Housing-Led Approach to Ending Homelessness category, highlighting the impact of this service. Riverside Scotland has also secured two Scotland Energy Efficiency Awards, demonstrating excellence across a range of priorities and reflecting a culture of innovation, continuous improvement and customer-focused service delivery. 

Collaboration sits at the heart of Jim’s leadership philosophy. He has built a reputation for bringing people together around shared goals and creating partnerships that deliver positive outcomes. Throughout his career, he has worked with local authorities, housing associations, policymakers, regulators and third-sector organisations to address complex housing challenges. Within Riverside Scotland, he has fostered strong relationships between board members, customers, colleagues and stakeholders, promoting inclusive decision-making and ensuring voices are heard. His leadership style creates an environment of trust, constructive challenge and shared accountability.  

Jim exemplifies self-awareness and accountability. He leads with integrity, encourages honest reflection and welcomes different perspectives. He remains committed to learning and development through his status as a Fellow of the Chartered Institute of Housing and his ongoing involvement in national housing bodies. He fosters transparency, embraces challenge and opportunities to learn and improve. This has created a resilient, adaptable organisation focused on delivering better outcomes. 

Beyond Riverside Scotland, Jim’s influence extends across the sector through leadership roles with the Chartered Institute of Housing, including chair, vice-president and president, as well as involvement with Shelter Scotland and Homeless Network Scotland. Through these roles, he has helped influence policy, promote professional standards and advocate for better housing outcomes nationwide.  

Jim Strang embodies everything the Excellence in Leadership Award seeks to recognise: strategic vision, innovation, collaboration, self-awareness, accountability and an unwavering commitment to improving lives through housing. His leadership has strengthened organisations, supported communities, delivered award-winning services and created lasting change. 

Outcomes and achievements

Jim’s leadership has consistently translated into better outcomes for tenants, communities and organisations.  As Group Chief Executive of Parkhead Housing Association for thirteen years, he oversaw organisational growth, robust governance and improved services to customers and communities.  

As Chair of Riverside Scotland, Jim provided strategic leadership during a period of significant change, maintaining strong governance, organisational stability and a clear focus on customer experience, engagement and service improvement. His leadership created the conditions for innovation, collaboration and service excellence to thrive, resulting in an award-winning team and organisation with 87% overall satisfaction. 

Championing Riverside Scotland’s pioneering Housing First for Families service, Jim provided the strategic support needed to develop an innovative approach to family homelessness that is transforming outcomes for vulnerable families and is recognised as an example of sector-leading practice.  

The impact of Jim’s leadership is reflected in the organisation’s success and external recognition. Riverside Scotland achieved a double win at the 2025 CIH Scotland Housing Awards, including recognition for Housing First for Families in the Ending Homelessness category, and secured two Scotland Energy Efficiency Awards in 2024 and 2026. These achievements demonstrate Jim’s ability to inspire innovation, excellence and lasting positive change for customers and communities. 

• Individual nominated: Tracy Lennon 
• Organisation: North Lanarkshire Council 

Statement of support

Tracy Lennon is an exceptional and visionary leader whose influence has transformed tenant participation within North Lanarkshire Council and established a nationally recognised model of tenant engagement. As manager of North Lanarkshire Council’s tenant participation team since its creation in 2018, Tracy has championed a culture where tenants are empowered to influence decisions, scrutinise services and shape the future of their communities. 

The impact of Tracy’s leadership reached a significant milestone in 2025 when she spearheaded North Lanarkshire Council’s tenant participation team to secure the prestigious CIH Scotland Housing Team of the Year Award. This national recognition built upon the team’s achievement of TPAS Scotland Gold Accreditation and acknowledged the outstanding culture of participation, innovation and tenant influence that Tracy has cultivated. The award recognised not only the team’s achievements but also Tracy’s strategic leadership in ensuring tenants remain at the heart of service delivery. 

As Scotland’s largest local authority landlord, managing more than 36,000 homes, North Lanarkshire Council faces unique challenges in delivering meaningful engagement at scale. Tracy has successfully embedded tenant participation throughout the organisation, ensuring it is recognised as a core business function rather than simply a statutory requirement. Through her leadership, tenants are now active partners in decision-making, service improvement and strategic planning. 

A defining achievement during 2025/26 was Tracy successfully securing a 100% increase in the size of the tenant participation team, enabling the service to meet growing demand and deliver against the ambitious priorities set out in the Tenant Participation Strategy 2025–2030. Through her ability to demonstrate the value and impact of tenant participation, Tracy secured investment from senior leaders, strengthening the team’s capacity to support tenant groups, deliver scrutiny activities, expand engagement opportunities and further embed co-production across housing services. This significant investment demonstrates both the confidence the organisation has in her leadership and her ability to consistently deliver results. 

Tracy is also a passionate advocate for tenants and their communities. She works tirelessly to champion tenant voices with senior management, elected members and partner organisations, ensuring that tenants’ views directly influence strategic decisions and service delivery. Through her leadership, tenant participation has become firmly embedded within the culture of North Lanarkshire Council, with participation recognised as a key driver of service improvement, accountability and community empowerment. Her ability to secure support from decision-makers has enabled tenants to have a meaningful and influential role in shaping housing services and wider local priorities. 

Her commitment to delivering positive outcomes is reflected in exceptional tenant satisfaction levels. Tenant satisfaction with opportunities to participate in landlord decision-making remains outstanding at 96.8%, significantly outperforming national averages. Satisfaction with communication and information provision remains equally strong, reflecting Tracy’s belief that informed tenants are empowered tenants. These achievements demonstrate the effectiveness of her long-term vision and unwavering commitment to meaningful engagement. 

Innovation continues to be a hallmark of Tracy’s leadership. She championed digital inclusion initiatives that supported more than 200 tenants to become Digital Champions, helping residents gain the skills and confidence needed to engage online. She also introduced hybrid engagement models, ensuring participation opportunities remain accessible, flexible and inclusive. These approaches have become embedded across the service and have significantly widened participation, particularly among tenants who previously faced barriers to engagement. 

A key achievement under Tracy’s leadership has been the continued growth and strengthening of tenant representation. New tenants’ and residents’ groups have been established, dormant groups have been revitalised and opportunities have been created for underrepresented communities to have their voices heard. She has overseen the modernisation of engagement structures including tenant scrutiny panels, estate walkabouts, chairpersons’ meetings and Federation sub-groups, ensuring governance arrangements remain transparent, effective and fit for the future. 

Tracy’s vision is further demonstrated through her leadership of the co-produced Tenant Participation Strategy 2025–2030, developed through extensive consultation and engagement with tenants across North Lanarkshire. The strategy reinforces the principle that participation should be embedded in every aspect of service delivery and provides a clear framework for continuous improvement and community empowerment. 

Collaboration lies at the heart of Tracy’s leadership. Her partnership with the North Lanarkshire Federation of Tenants & Residents is widely regarded as one of the strongest tenant-landlord relationships in Scotland. Through joint scrutiny activities, co-designed events, conferences and ongoing dialogue, she has ensured that tenant voices directly influence decision-making. The strength of this partnership has attracted interest from other local authorities, including South Lanarkshire and Fife councils, who have sought to learn from North Lanarkshire’s success. 

Tracy is equally committed to developing people. She mentors staff and tenant representatives, encourages innovation and fosters a culture of learning, reflection and continuous improvement. She leads with integrity, accountability and authenticity, creating confidence, trust and a shared sense of purpose among colleagues, tenants and partners alike. 

As Jim Leonard, former Chairperson of the North Lanarkshire Federation, said: 

"Tracy has been the greatest addition to tenant participation in North Lanarkshire we could ever have hoped for. Since 2018 we have achieved more than we thought possible. Her support is endless, she always fights tenants’ corner and has helped build the strongest partnership we've ever had with NLC. As we celebrated our 20th anniversary in 2026, we're stronger than ever." 

Through her vision, innovation, advocacy and unwavering commitment to tenant empowerment, Tracy Lennon has transformed participation within North Lanarkshire Council. Her leadership has delivered measurable improvements, empowered communities, expanded and strengthened an award-winning team, secured national recognition through the CIH Scotland Housing Team of the Year 2025 Award, and established a benchmark for tenant participation across Scotland. She is an outstanding and highly deserving candidate for the Excellence in Leadership Award 2026. 

Outcomes and achievements

Under Tracy Lennon’s leadership, North Lanarkshire Council’s tenant participation team has continued to deliver exceptional outcomes for tenants, communities and the wider organisation. During 2025/26, the team further strengthened its position as a national leader in tenant participation, culminating in the achievement of the CIH Scotland Housing Team of the Year 2025 Award, building on its earlier success in securing TPAS Scotland Gold Accreditation. 

Key achievements include: 

• Awarded CIH Scotland Housing Team of the Year 2025, recognising the team's innovation, impact, partnership working and commitment to tenant empowerment
• Maintained TPAS Scotland Gold Accreditation, demonstrating excellence in tenant participation, communication, governance and co-production
• Expanded the tenant participation team by 100%, increasing capacity to deliver the ambitious priorities set out in the Tenant Participation Strategy 2025–2030 and respond to growing demand for engagement opportunities
• Maintained a thriving network of more than 40 active tenants’ and residents’ associations across North Lanarkshire, supporting local initiatives that improve neighbourhoods, strengthen communities and influence service delivery
• Delivered consistently outstanding tenant satisfaction results, including 96.8% satisfaction with opportunities to participate in decision-making and 95.8% satisfaction with communication and information sharing
• Strengthened the long-standing partnership with the North Lanarkshire Federation of Tenants & Residents, ensuring tenants continue to play a central role in shaping housing services and wider council priorities
• Supported the Federation’s Executive Committee and four themed sub-groups, providing direct access to senior decision-makers and influencing services across:
  • Roads and streetlighting
  • Land and waste management
  • Ambition (new build housing, regeneration and strategic development)
  • Retirement housing
• Successfully implemented the co-produced Tenant Participation Strategy 2025–2030, ensuring participation is embedded throughout housing services and aligned with tenant priorities.
• Expanded inclusion and digital engagement initiatives, building on the success of Connecting Scotland and supporting over 200 residents to develop digital skills and confidence through Digital Champion programmes
• Sustained an independent tenant scrutiny programme in partnership with North Star Consulting and Research, enabling tenants to undertake evidence-based reviews and influence service improvements. Recent scrutiny topics have included allocations, repairs, complaints handling, technology in retirement housing and customer service delivery
• Strengthened tenant influence across the wider council, with scrutiny panel members and Federation representatives engaging directly with senior officers and elected members across housing, finance, property, environmental services and infrastructure
• Established, revitalised and supported tenant groups representing diverse communities, ensuring underrepresented voices are heard and reflected in decision-making processes
• Created meaningful opportunities for co-production, enabling tenants to influence policies, service standards, strategic planning and local investment decisions 

Through Tracy’s leadership, North Lanarkshire has embedded a culture where tenant participation is recognised as a key driver of service improvement, organisational performance and community empowerment. The result is stronger tenant influence, improved services, enhanced accountability and a nationally recognised model of best practice that continues to deliver lasting benefits for tenants and communities across North Lanarkshire. 

• Individual nominated: Fiona Morrison 
• Organisation: Hillcrest Homes 

Statement of support

True leadership is often measured not just by headline vision, but by sustained execution, organisational agility, and an unwavering commitment to people and purpose. While chief executives frequently stand at the forefront, the core driving force behind Hillcrest’s evolution, operational performance, and transformative growth over the past three decades has been our Deputy Chief Executive, Fiona Morrison. Having dedicated more than 30 years of exemplary service to Hillcrest and Gowrie before it, tracing back to her early housing career in the late 1980s, Fiona’s impact on Scotland’s affordable housing landscape is both profound and enduring. Rising through senior executive leadership to serve as Deputy Chief Executive since 2014, she oversees our core operational strategies across development, housing management, and property services.   

Fiona’s strategic acumen and crisis-management capabilities were most recently demonstrated in her leadership of the major structural merger between Hillcrest Maintenance and Hillcrest Enterprises. She was at the direct forefront of planning and delivering this integration, bringing commercial and maintenance operations together to optimise resources, streamline service delivery, and enhance responsiveness for our residents. Beyond organisational restructures, Fiona’s career is defined by an ability to navigate complex governance and operational challenges with poise. Having previously served as Company Secretary for all Hillcrest companies, she's been central to our organisation's success, transitioning seamlessly from high-level corporate governance to real-time crisis resolution and front-line service delivery. 

In addition to ensuring governance rigour, Fiona consistently leads the sector in practical innovation. She has supported and now leads our organisation-wide digital transformation roadmap, modernising housing delivery and embedding data-driven efficiencies into daily operations. A staunch champion of sustainability, she has spearheaded groundbreaking modern methods of construction across our development pipeline, delivering major affordable modular housing projects like Victoria Dock alongside energy-efficient initiatives in Alyth. As an early supporter and key driver of the Hillcrest Foundation, she directly ensures our broader social purpose translates into vital hardship support across local communities.   

Her influence extends far beyond our organisational boundaries into regional economic strategy and national sector leadership. A Chartered member of the Chartered Institute of Housing and a judge for the Scottish Home Awards, Fiona actively shapes housing policy and benchmarks sector excellence. Furthermore, as an active Director on the Board of the Dundee and Angus Chamber of Commerce, she bridges the gap between social housing, economic growth, and regional business development. 

Peers, partners, and governance colleagues consistently highlight her integrity, candour, and rare balance of strategic clarity and personal warmth. She embodies a masterclass in leadership—shaping culture, inspiring teams through difficult challenges, and never losing sight of the tenants we serve. Fiona Morrison represents the gold standard of dedicated public-value leadership, making her an exceptionally deserving recipient of the Excellence in Leadership Award. 

Outcomes and achievements

Fiona Morrison’s operational leadership has driven critical milestones across Hillcrest’s growth and modernisation. Managing a pipeline delivering 250+ affordable homes annually, she steered complex developments like Victoria Dock at Dundee Waterfront: one of Scotland’s largest modular housing projects. When market insolvency threatened stalled sites, Fiona decisively stepped up internal resources to take over from collapsed construction companies, rescuing delivery schedules and protecting public investment.   

A pioneer in cross-sector partnerships, she helps spearhead landmark housing initiatives alongside major infrastructure partners like SSEN Transmission, turning energy investment into permanent community housing legacies. As Chair of our Net Zero Transition Group, she led the adoption of our net zero strategy and created an innovative Net Zero Dashboard to target fabric-first retrofits and low-carbon heating. 

Fiona also chairs our Cladding Remediation Work Stream, ensuring safety compliance across high-rise developments, and our Digital Transformation Group, where she steers the trial and adoption of AI tools to enhance operational efficiency. Furthermore, following her delivery of the Hillcrest Maintenance and Enterprises merger, her strategic direction channels vital hardship support directly into local communities via our charitable foundation. 

• Individual nominated: Maureen Combe 
• Organisation: Harbour Homes 

Statement of support

About Maureen Combe 

Maureen has worked in older people’s services for 48 years and with Harbour Homes for almost 30 years. At Harbour Homes, Maureen joined as a (warden) co-ordinator in 1996 and progressed to managing the service in 2005. Maureen leads an engaged, high-performing team in delivering an excellent housing support service. 

Demonstrating excellence in leadership 

Maureen leads with a vision for Harbour Homes’ sheltered housing service to be a person-centred practice. She is a strong leader to staff and a role model to colleagues, willingly sharing knowledge and mentoring others, alongside promoting a culture of dignity. Maureen led the team in 2026 to win the Innovation in Care Award at the Scottish Care Awards. This was in recognition of her innovative approach to improving strength, mobility and wellbeing by creating themed virtual walking challenges for older tenants. 

Maureen embodies the qualities professionals aspire to in care/support delivery. She demonstrates empathy, integrity, reliability and respect in all interactions. Her self-awareness is apparent in her commitment to holding regular self-improvement sessions with her team. These encourage everyone to reflect on their practice and identify where the service delivery, personal outcomes, and learning and development could be improved.  

Collaboration is core to how Maureen delivers the service. Maureen is a hands-on manager who works alongside her team day-to-day and has a good understanding of the challenges they face. Collaboration with tenants too is of great importance to Maureen. Maureen holds monthly focus groups with tenants to find out their needs and wishes. Their input steers Harbour Homes’ work and guides service improvement. She has worked with staff and tenants on both a Promise Statement for staff and a Kindness Charter for those using Harbour Homes’ spaces. 

Maureen seeks positive outcomes for tenants by empowering them to ensure the high standards of support they should expect are upheld. Currently she is working on education sessions for older people around their rights when accessing external support. These sessions explain the quality of the support they should receive and shows older people how to challenge services when their needs are not met. The impact of this is that tenants are heard and understand how to advocate for themselves in later life.  

Maureen’s belief that living well in older age is just as much about having fun and enjoying new experiences as it is about receiving compassionate and expert housing support is what truly sets her apart. Her willingness to push boundaries and look for new ways of working has not gone unnoticed.  

A recent example is ‘March to the Match’, which increased Harbour Homes’ older tenants’ visibility in their community with front page news, TV and radio coverage. It encouraged movement, reduced loneliness, and gave tenants a shared goal and motivation to get up and go.  

Leaders at Harbour Homes follow a 21st century leadership approach, and for Maureen this helps guide her behaviour in taking ownership of actions, including mistakes. There is a culture of openness and honesty within Maureen’s team which means she does share whenever she has got something wrong, and encourages her team to do the same. 

Outcomes and achievements

Maureen’s sustained input has had a profound and lasting impact. Maureen guides her team to advocate on behalf of vulnerable individuals. She demonstrates the importance of listening and building trusting relationships and has made a measurable contribution to tenants’ wellbeing and quality of life. 

The Care Inspectorate commented on the 'March to the Match' project saying: “It’s wonderful to hear about the creativity and effort that has gone into supporting people to stay active, build confidence, and stay socially connected. The idea of the 'Leith Legends March to the Match', especially with participants in their mid-90s and the team spirit you’ve described, is genuinely inspiring.” 

While much of this nomination focuses on Maureen’s achievements and the longevity and commitment to improving services for older people, it is important to understand that Maureen believes in kindness, holding someone’s hand, or just being there when an older person is having a tough time. This is what matters most to Maureen, she is very much about the small acts and values the difference it can bring.  

• Individual nominated: Tom Barclay 
• Organisation: Kingdom Group, Kingdom Housing Association 

Statement of support

Kingdom Group Chief Executive Tom Barclay leads one of Scotland’s leading affordable housing and social care groups, employing around 550 people and managing almost 7,500 homes across four local authority areas.   

Rather than set his own agenda on arrival, Tom spent his first 100 days in the role listening. He joined customer events, accompanied trades colleagues on their rounds, sat with tenant panels, attended team meetings across the group, and met partners including local authorities, elected officials and sector bodies.   

At the end of that period, he stood in front of colleagues and told them what he had heard, including the parts that were uncomfortable. He was direct that the feedback about the internal picture was more mixed than the external one; some team dynamics needed work and customer journeys could be improved.  

His honesty and transparency set the stage for the major project that was to follow; one of the most significant and inclusive reviews in the organisation’s history.  

That project was Fit for the Future, a full root and branch review of how the Kingdom Group is structured. The new structure came into effect in April 2025. Tom’s vision for it was simple: cut across team and department lines, working together as one Kingdom for customers, and building an organisation that would take the group into 2035 and beyond.  

He was clear from the start that this wasn’t his project alone. It belonged to everyone at Kingdom, and could not have begun without the group board’s own strong governance and vision, led by Chair Linda Leslie. That principle shaped who he asked to lead the structural review too; not himself, but Maureen Dickson, the group’s HR Manager who was retiring and so could act with genuine independence designing a form-first structure, while her years inside Kingdom meant she understood it better than any newcomer could.  

The review involved every one of the group’s 550 colleagues through individual skills assessment. Rather than slot colleagues into the nearest equivalent job, it matched people to roles not only by skill but also by potential, moving 72 colleagues into promoted roles in the process. The resulting structure was built around how customers experience Kingdom, not around old department lines. Tom committed early and publicly to “a job for everyone”. That commitment held. Zero compulsory redundancies, with training, salary protection where relevant, and support for every colleague whose role changed. He also stayed personally involved throughout, running eight staff 'One Kingdom on the Road' events in person, reaching 251 colleagues and generating 550 individual contributions. 

The results back up the vision Tom set out at the start, covered in full in the outcomes section. Colleague engagement and retention improved, and so did customer service. Kingdom Housing Association received Gold accreditation from Investors in People, with assessors noting stronger customer handling, faster resolution and colleague sentiment within two quarters of the new structure going live.  

Tom built a formal post-implementation review into the programme from the outset, because he knew the chances of getting everything right first time were small. That’s confidence, not doubt; knowing you don’t have to have every answer and being willing to pivot when the evidence says so. That review, completed earlier this year, found a few areas needed further structural tweaks, and he backed the changes, rather than declaring the job done.  

That’s what leadership in housing looks like. Naming what isn’t working knowing that you don’t have all the answers, trusting those around you to help you find the answers, and being judged on the results that matter to the people you serve. 

Outcomes and achievements

Under Tom Barclay's leadership, Fit for the Future delivered measurable improvement across every part of the business it touched.  

Employee Net Promoter Score at Kingdom Housing Association rose from minus one to plus 19. Staff turnover fell from 23.6% to 16.3% at the housing association, and from 32% to 21.7% at Kingdom Support and Care, where sickness absence also dropped from 12.6% to 4.75%.  

Reactive repairs completed right first time rose from 85.25% to 99%, and anti-social behaviour cases resolved within target rose from 94.2% to 98.2%. Repair and maintenance satisfaction improved from 82.1% to 83.3% and  93.4% of KHA customers are now satisfied with the visibility/presence of Kingdom’s people.  

Rather than matching colleagues to like-for-like roles, the review assessed skills and potential across all 550 colleagues, moving 72 into promoted positions. It delivered zero compulsory redundancies throughout and allowed enhanced vertical integration by introducing in-house grounds maintenance and cleaning services.  

Both Kingdom Housing Association (KHA) and Kingdom Support and Care achieved Gold accreditation from Investors in People, with assessors noting improved customer handling and stronger colleague sentiment within two quarters of the new structure going live, and KHA achieved Platinum Investors in Young People accreditation. 

• Individual nominated: Cristina Chirilov 
• Organisation: Govanhill HA 

Statement of support

Leadership is not always about having the easiest job or working in the easiest environment. Sometimes it is about showing up every day, facing difficult circumstances with positivity and determination, and continuing to care deeply about the people and community you serve. This is what makes Cristina such an outstanding leader.  She makes you want to do more and be better. 

Working in Govanhill is incredibly rewarding, but it can also be demanding. The environment is complex, the challenges are significant and the needs of our tenants and community can be considerable. The nature of the work can take its toll, yet Cristina consistently approaches every day with enthusiasm, energy and a genuine desire to make a difference.  She is always smiling and coming up with new ideas. 

What stands out most about Cristina is her attitude. She is always upbeat, focused and caring, even when dealing with difficult situations or even when sometimes her efforts haven't paid off or been appreciated. She never loses sight of the people behind the issues and consistently goes the extra mile to support tenants, colleagues and the wider community. 

A great example of Cristina’s leadership is the Environmental Residents Group she has created. Through her enthusiasm, persistence and genuine care, she has brought residents together to take an active role in improving the environment. The group meets every three months and regularly attracts around 30 residents.  She even recognised that many residents were coming straight from work so came up with the idea of having pizza! 

Cristina has created more than just a meeting. She has created a space where residents feel listened to, valued and able to have a genuine say in the place where they live. She has built trust with residents and encouraged them to move from simply raising concerns to becoming part of the solution. 

The group has developed its own Environmental Action Plan, identifying the issues that matter most to residents and setting out what they want to see change. What started with Cristina bringing people together has grown into something much bigger. 

The success of the group has also led to wider partnership working. We are now working with Glasgow City Council and Southside Housing Association to develop an environmental strategy for Govanhill. This is a fantastic example of Cristina’s leadership. 

Cristina leads by example. She brings energy and passion every day and inspires those around her to do the same. She doesn’t simply do what is expected; she looks for what more can be done. She sees problems as opportunities to improve things and is not afraid to step forward, take responsibility and make things happen. 

Her leadership is particularly impressive because it is demonstrated through the reality of everyday housing work. It is not leadership from a distance. It is being present, listening, supporting, problem-solving and doing the difficult things when they need to be done. 

For me, Cristina represents what excellent leadership in housing looks like. She combines professionalism with people, determination with compassion and leadership with genuine care. 

In a challenging environment, she remains positive. When things are difficult, she remains focused. When others might step back, she steps forward. 

The Environmental Residents Group, the Environmental Action Plan and the emerging partnership environmental strategy for Govanhill are tangible examples of the positive influence she has had. 

Cristina deserves to be recognised for the outstanding leadership she demonstrates every day. 

Outcomes and achievements

• Creating and sustaining of an Environmental Residents group that meets every three months and has been running for approximately four years
• Developing an Environmental Action Plan
• Developing an environmental newsletter that is issued twice a year
• Getting GCC to work with Govanhill HA and Southside HA to create a joint environmental strategy
• Changing people's behaviours around the environment. 

• Individual nominated: Colin Stewart 
• Organisation: Tenants Together (Scotland) 

Statement of support

Colin Stewart merits recognition for turning tenant representation into meaningful national influence: transforming Tenants Together Scotland (TTS), bringing tenants’ lived experience into housing policy forums and creating accessible ways for tenants to shape decisions affecting their homes and communities. 

Colin helped transform TTS from the former Scottish Regional Networks into an independent national organisation ensuring tenants’ lived experience shapes housing policy, practice and decision-making across Scotland. He provided the vision and practical leadership to establish its strategic direction, strengthen governance, build relationships, improve communications and expand digital engagement. His aim remains a strong, credible and tenant-led national voice rooted in tenants’ everyday experiences. 

The trust placed in Colin is demonstrated by his leadership across Scotland’s housing sector. He is completing his eighth and final year on the board of the Scottish Housing Regulator, contributing, from a tenants’ perspective, lived experience, scrutiny and governance to the regulation of social landlords. He also serves on the board of the Tenant Information Service, supporting tenant participation and improved housing services. Colin has never treated representation as symbolic; he brings tenant evidence into the places where policy, regulation and standards are shaped. 

Colin is the only tenant from Scotland serving on the Housing to 2040 Strategic Board, chaired by the cabinet secretary responsible for housing and justice. His involvement gives tenants a voice in overseeing Scotland’s long-term housing strategy and ensures lived experience is represented alongside government, professional and sector perspectives. 

He also serves on the committee supporting the development of Awaab’s Law in Scotland, contributing a tenant perspective to work intended to strengthen protection from damp and mould and ensure landlords investigate hazards and respond within appropriate timescales. 

Colin has twice given evidence at Holyrood to parliamentary committees considering social justice, housing and local government issues, addressing rent controls and damp and mould. He translates tenants’ experiences into constructive evidence that informs parliamentary scrutiny and public policy. He challenges established thinking with evidence and a commitment to workable solutions. 

His leadership focuses on positive outcomes, not consultation for its own sake. Through TTS, Colin brings tenants’ perspectives into national work on rent consultation, letting standards, housing standards and other priorities. He highlights the experiences of disabled tenants, people living in flats and those facing barriers to participation, ensuring people least likely to enter formal policy spaces are not forgotten. 

Innovation is central to his approach. Recognising the limitations of one-off surveys, Colin led the development of TTS’s members and subscribers platform. It enables tenants to join continuing discussions, respond to polls, share experiences and contribute evidence, strengthening the connection between lived experience, TTS policy positions and national decision-making. 

Colin’s vision is for TTS to be independent enough to challenge, constructive enough to influence and accessible enough to include people frequently excluded from formal consultation. He has developed productive relationships with government, regulators, tenant organisations, professional bodies, landlords and tenants while remaining clear about whom TTS represents. 

Colin also demonstrates self-awareness. He recognised that too much of TTS’s development and daily operation had become dependent upon him. Rather than treating that as personal success, he identified it as an organisational risk. He responded by supporting strategic planning with fellow office bearers, clearer responsibilities, stronger governance, improved accountability and succession planning. 

Colin takes responsibility when progress is slower than intended or an approach does not work. He acknowledges mistakes, listens, changes direction and remains accountable for the result. His achievement is not simply building TTS; it is securing a meaningful place for tenants within Scotland’s most important housing institutions, legislation and policy discussions while creating stronger foundations for shared, sustainable leadership and lasting national impact. 

Outcomes and achievements

Under Colin Stewart’s leadership, Tenants Together (Scotland) has become an independent 

national organisation with a respected voice in Scottish housing. 

Key outcomes and achievements include: 

• Completing eight years on the board of the Scottish Housing Regulator, bringing tenant experience, scrutiny and governance insight to regulation
• Serving on the board of the Tenant Information Service
• Becoming the only tenant in Scotland on the Housing to 2040 Strategic Board, chaired by the cabinet secretary responsible for housing and justice.
• Supporting the development of Awaab’s Law and giving evidence at Holyrood twice on rent controls and damp and mould
• Leading tenant engagement on rent consultation, letting standards and priorities, ensuring tenant evidence informs policy
• Building productive relationships with government, regulators, landlords and tenant organisations
• Creating a members and subscribers platform for discussion, polling and evidence gathering.
• Ensuring policy discussions reflect inequalities affecting disabled tenants, people living in flats and those facing barriers to participation
• Establishing TTS’s strategic direction, governance framework and independent identity, while strengthening accountability, delegation and succession planning 

Colin has created opportunities for tenants’ lived experience to influence national strategy, legislation, regulation and parliamentary scrutiny. His leadership has strengthened TTS’s credibility and reinforced tenants as essential partners in housing decision-making. 

• Individual nominated: Angus Lamont 
• Organisation: Cairn Housing Association 

Statement of support

Angus Lamont has demonstrated exceptional leadership throughout more than four decades in Scottish housing. His contribution over the last 10 years as a board member and now chair of Cairn Housing Association has combined strategic vision and sound judgement to guide the organisation through a period of major change while always keeping tenants at the centre of decision making. 

Since joining the Cairn Board in 2016, Angus has brought invaluable executive and governance experience gained from transforming housing services in the Western Isles. As chair since 2023, he has provided calm, thoughtful leadership that has strengthened the board, supported the executive team and helped ensure Cairn remains focused on delivering excellent services and value for tenants. 

One of Angus’s greatest strengths is his ability to bring people together around a shared purpose. He creates an environment where every voice is heard, encouraging constructive challenge while building consensus. His collaborative approach has been particularly valuable during periods of organisational change, including the successful integration of Ancho Housing Association and Pentland Housing Association into Cairn. Throughout these complex transfers, Angus ensured governance remained strong, tenant interests were protected and decisions were guided by Cairn’s values. 

Angus’s leadership is grounded in the realities facing tenants and communities. He understands that successful organisations must balance financial resilience with social purpose. His strategic oversight has supported continued investment in homes, strengthened services and positioned Cairn to meet future challenges with confidence. 

Innovation has been a defining characteristic throughout Angus’s career. Long before joining Cairn, he recognised that new approaches were needed to tackle housing shortages in the Western Isles. His leadership helped establish locally based housing associations, create the development agency Tighean Innse Gall and ultimately deliver the successful stock transfer that created Hebridean Housing Partnership. These achievements transformed housing provision across the islands and continue to benefit communities today. The experience gained through delivering complex organisational change has proved invaluable in supporting Cairn’s own journey. 

Those who work alongside Angus consistently describe him as knowledgeable and supportive. Cairn’s Vice Chair, Lizzie Crawford, reflects that: “I’ve had the pleasure of working closely with Angus and have learned a great deal from his leadership. He combines an exceptional knowledge of housing with a calm, thoughtful and generous approach that brings out the best in those around him. Angus leads with humility and genuine care for people, creating an environment where collaboration and good decision making can flourish. He is highly respected across the sector, but what I value most is his willingness to share his experience and support others. It is always a pleasure to work alongside him.” 

Dena Macleod, CEO of Hebridean Housing Partnership, adds: "I have witnessed first-hand the exceptional leadership Angus Lamont has brought to housing throughout his career. His vision, determination and commitment transformed housing provision in the Western Isles, creating opportunities that continue to benefit communities decades later. Angus led with integrity and purpose, bringing people together to achieve outcomes that many believed were impossible. The establishment of local housing associations, the creation of Hebridean Housing Partnership and the investment secured for homes across the islands are lasting examples of his impact. Scotland's housing sector has benefited enormously from his leadership, experience and unwavering commitment to public service." 

Angus’s influence extends far beyond the organisations he has served. Through his commitment to public service, voluntary work and decades of leadership, he has improved housing, strengthened communities and created opportunities for future generations. His leadership at Cairn exemplifies the very best of the housing sector: principled, collaborative, innovative and relentlessly focused on improving lives. 

Outcomes and achievements

Since joining the Cairn Board in 2016 and becoming Chair in 2023, Angus Lamont has helped provide stable, strategic leadership during a period of significant organisational development and growth. His governance and experience have supported the successful integration of Pentland Housing Association and Ancho Housing Association into Cairn, protecting tenant interests while strengthening services for 5,000 homes across Scotland. 

His leadership has helped maintain a strong focus on investment in homes, effective governance and long-term organisational resilience, ensuring Cairn remains well placed to meet future housing challenges. 

Earlier in his career, Angus’s leadership transformed housing in the Western Isles through the establishment of locally based housing associations, the creation of Tighean Innse Gall and the formation of Hebridean Housing Partnership following a successful stock transfer. These initiatives secured significant government investment, delivered hundreds of new affordable homes and improved existing housing while supporting local employment and apprenticeships. 

Across every leadership role, Angus has consistently delivered sustainable improvements that continue to benefit tenants, communities and Scotland’s housing sector. His legacy is one of stronger organisations, better homes and leadership that continues to inspire others. 

• Individual nominated: Angela Docherty - Leadership That Changes Lives: Angela Docherty’s Commitment to Community Support 
• Organisation: River Clyde Homes 

Statement of support

Through her compassion, proactive leadership, and dedication to supporting vulnerable people, Community Support Officer, Angela Docherty consistently demonstrates leadership excellence at River Clyde Homes (RCH), making a meaningful difference across Inverclyde. 

Since joining RCH in 2014 as an Extra Care Officer, Angela has drawn on extensive care-sector experience supporting adults with learning disabilities, epilepsy, physical disabilities, and young people with complex needs. This background shaped a practical, person-centred leadership style that has remained consistent throughout her progression to Tenancy Sustainment Officer and Community Support Officer. 

Across her roles, Angela has demonstrated a rare ability to combine empathy with decisive action. She has supported tenants facing significant challenges by developing clear action plans, coordinating partner support, and helping people sustain tenancies while improving wellbeing and stability. Her commitment to professional development, including child protection, suicide prevention, first aid and CIH Level 3 in Housing Practice, reflects her drive to strengthen her practice and lead with confidence. 

In her current role, Angela manages Section 5 referrals, coordinates offers of housing and lets to homeless households and reports performance information. Her leadership was especially evident during the planned closure of the Inverclyde Centre and the move to a community-based homelessness model. She helped secure additional temporary furnished accommodation and matched properties carefully to applicants with complex needs, ensuring continuity of support during major service change. 

Angela’s leadership also extends beyond core duties. She works closely with the community integration team, including the former new to scotland team, to support asylum seekers granted refugee status into settled housing. Her collaborative work with Inverclyde Women’s Aid, Throughcare and the kinship team has improved access to suitable housing for people with urgent and complex needs, showing her ability to lead across organisational boundaries. 

Her partnership approach is further evidenced through 'Meet the Landlord' events with the Scottish Refugee Council, where she promoted RCH as a welcoming landlord and Inverclyde as a supportive community. Angela also helped organise Inverclyde’s first housing fair, strengthening engagement and awareness of housing options. 

Angela’s leadership has had national impact through her work with the Scottish Government and Inverclyde HSCP to deliver fully furnished homes for Ukrainian families under the Ukrainian Long Term Resettlement Fund, helping families resettle safely and begin rebuilding their lives within RCH communities. 

A defining strength is Angela’s ability to identify community need and secure funding for practical support. She has obtained funding for numerous projects and activities from mud kitchens and play equipment for schools to funding Christmas lunches for over-65s, essential vouchers and Stay Warm Initiative items such as high-tog duvets and low-cost cooking appliances. She also secured support from Cycling Scotland for cycle shelters, benches, planters, scooter pods, and a community garden. At Bay Street, she helped create a heritage mural with Rig Arts and residents, demonstrating community-led regeneration. 

Angela is proactive, solutions focused and deeply committed to improving lives. Her long running household goods recycling scheme continues to support tenants at critical moments by providing essential items that help people establish, sustain, and feel secure in their homes. This practical initiative reflects Angela’s understanding that successful tenancies are built not only on housing provision, but also on dignity, confidence, and early intervention. Colleagues and partners value her calm, respectful approach, her willingness to take ownership of challenges and her ability to bring people together around shared solutions. Through her compassion, initiative and partnership driven leadership, Angela lives RCH’s values every day and makes a lasting difference to tenants, partners, and the wider Inverclyde community. 

Outcomes and achievements

Angela’s leadership has delivered clear, measurable outcomes for tenants, partners, and the Inverclyde community. This is reflected in a 95% tenancy sustainment rate for existing tenants and a further 95% sustainment rate for applicants assessed as homeless, showing her ability to provide practical, person-centred support ensuring people remain safe, settled, and independent. 

She has contributed significantly to refugee resettlement, enabling 48 asylum seekers to settle successfully in RCH properties and supporting more than 70 Ukrainian refugees to resettle, integrate and rebuild their lives within RCH communities. 

Angela’s success in securing external funding has delivered wide-ranging benefits, and Cycling Scotland recognised her commitment and contribution to cycle storage and active travel projects. 

Emily Edwards, Scottish Refugee Council - 

“Angela has been a valued partner and key contact between Scottish Refugee Council and River Clyde Homes for many years. She is passionate about helping people access safe, settled housing and goes above and beyond to support refugees find a place to call home. 

Her vision, dedication, and collaborative approach have made a difference to many refugees settling in Inverclyde.” 

These achievements demonstrate lasting impact: stronger partnerships, improved housing outcomes, enhanced community resilience, and practical support for tenants when they need it most. 

• Individual nominated: Lawrence Coen 
• Organisation: Retail Trust 

Statement of support

Lawrence Coen joined Retail Trust in 2023, and his first focus was to develop a long-term plan to champion excellence in retirement living. His bold vision captured the hearts and minds of the estate team, residents and wider leadership group at the Hugh Fraser Retirement Estate in Glasgow. 

Since the 1960s, Retail Trust’s Hugh Fraser Retirement Estate has provided housing and amenities for good quality housing that supports healthy independent ageing. Like much social housing stock, many of the Glasgow apartment and cottage homes (total 119), and estate amenities (mobility routes, village hall, greenspaces) were designed for a time when people entered retirement later with fewer health needs. 

Working closely with the estate team, residents, community and industry stakeholders, Lawrence identified that a major challenge within the estate mirrored that that of many social retirement housing providers, with 73% of national housing stock built pre-1990s, a fresh approach was needed.  

Brilliant at connecting and collaborating, in 2024 Lawrence delivered a responsive consultation with estate residents and the wider community. Together they codesigned, fundraised for, and opened an improved community cafe, activity rooms, launderette, nature pond and welcoming estate reception.  

The Crookfur House Community Hub opened January 2025, and its highly successful implementation, improved relationships and collaboration with local government as well as community and voluntary sectors, health organisations, local groups and residents from the estate and beyond. It provides low-cost food, helps combat social isolation and is a place the residents, family members and the local community love to visit.  

The hub launch was a catalyst triggering discussions and exploration on how Retail Trust could draw on the positive outcomes of the Crookfur House project to drive further improvements and change in social sector retirement living, and place-based community connections. Attracting Lottery and Voluntary Action East Renfrewshire funding, Lawrence led recruitment of a new facilities and events coordinator, who now mobilises community engagement, events and a packed and varied activity schedule. Stakeholder feedback demonstrates they feel engaged, empowered and filled with enthusiasm. 

As part of the estate master planning and to address well-evidenced gaps in improving sector-wide approaches to improve retirement living, Lawrence wanted to go beyond the traditional mould and take an innovative approach. Drawing on partnerships developed through the successful Crookfur House project, and the expertise of our award-winning architect partners ABC, he developed an intensive 3 day ‘charrette style’ housing summit. Instead of taking the traditional approach of months long consultation, he sought to actively engage key stakeholders together in an intensive period of co-production that could be moved forward in a directly responsive and timely manner. The summit paved the way to develop a national blueprint for excellence in healthy independent social retirement living that can be shared, adapted and replicated.  

One housing association chief executive remarked it was quite unusual to see such a broad variety of stakeholders, including some key national decision-makers, collaborating at an event of this kind. 

Other initiatives led by Lawrence include the new Alertacall tenant communication system, which improves opportunities for resident notices and reminders, and housing support requests. This encourages residents to be more aware of and benefit from the new programme of themed engagement activities linked to seasonal and cultural events such as the World Cup and Glasgow Commonwealth Games.  

Lawrence knows that positive outcomes start with listening. He believes that by continuing to drive collaborations in progressing ideas, spending time listening to key stakeholders, learning from mistakes and going above and beyond the traditional model of outdated social retirement housing, he and the team at Retail Trust have and will continue to create a pathway for change. 

Outcomes and achievements

Be it through community drop ins across five Retail Trust estates, stakeholder consultations, or collaborative workshops, Lawrence leads with dedicated focus on resident needs and wants. From workshops on robotics that benefit future retirement living, adapting technology for a more sustainable future, and even learning the Ode to the Haggis for the estate Burns Supper, he has demonstrated kindness, vision and a willingness to ensure the whole team is part of the journey. 

His positive leadership and vision has empowered local retirees to join consultation activities, providing rare opportunities to influence key decision makers leading support for ageing. This led to a 2026 Scottish Civic Trust Award for equalities.  

Lawrence engaged over 50 industry professionals to collaborate on an overhaul to outdated siloed approaches at the 2026 Housing Summit.  His self-awareness has significantly improved multi-stakeholder relationships and is driving positive change to ensure excellence in retirement living.  

Positive outcomes include: the new Community Hub, Retail Trust is now recognised as an early adopter organisation for innovations in home technology for health, and the multi-stakeholder summit. 

His vision is uniting stakeholders and reinvigorating the retirement living landscape, and he leads with kindness, compassion and a great sense of fun and energy. 

• Individual nominated: Mareta Greig 
• Organisation: Whiteinch and Scotstoun Housing Association 

Statement of support

Mareta Greig, Director of Housing & Communities, Whiteinch & Scotstoun Housing Association 

Mareta Greig is an innovative and respected leader whose commitment to people, communities and continuous improvement has helped shape a positive and progressive culture at Whiteinch & Scotstoun Housing Association (WSHA).  

As Director of Housing & Communities, she has successfully led the development of our new housing & communities team, bringing together housing services, tenant engagement and community investment under a shared vision focused on improving outcomes for tenants and the wider community. 

Mareta has also shown considerable innovation in her approach to leadership. She recognised the opportunity to strengthen the connection between housing services and wider community wellbeing and led the development of WSHA's Community Investment Strategy. Built around the themes of people and opportunity, place and environment and health and wellbeing, the strategy provides a clear framework for supporting tenants beyond their homes and creating stronger, more resilient communities.  

Through her leadership, The Whiteinch Centre has become an increasingly important community hub, helping to deliver opportunities around employability, digital inclusion, financial resilience, wellbeing and social connection. 

A defining feature of Mareta's leadership is her ability to create and communicate a clear vision while ensuring it remains grounded in the experiences of tenants. She has championed meaningful engagement and co-production, ensuring that tenant feedback plays an active role in shaping services and priorities. Her commitment to transparency and accountability is reflected through initiatives such as tenant consultation, community engagement activities and regular "You Said, We Did" reporting.  

Mareta is also recognised for her collaborative approach. She has built strong relationships across teams, partner organisations and local communities, creating an environment where people feel valued and able to contribute. Her leadership style encourages shared ownership, brings different perspectives together and helps turn ideas into practical improvements for tenants and communities.  This is fully demonstrated in our new Tenant Support Pathway which she introduced to help sustain tenancies in partnership with the Halliday Foundation.   

Alongside her day-to-day leadership responsibilities, Mareta places significant importance on her own professional development. She is a strong advocate of lifelong learning and remains committed to continuous professional development through the Chartered Institute of Housing (CIH). Her willingness to keep learning, reflect on practice and embrace new ideas has helped ensure that both she and her team continue to evolve in response to changing challenges and opportunities within the housing sector. 

The impact of Mareta's leadership has also been recognised nationally. The Housing & Communities team played a central role in WSHA receiving the TPAS Scotland Tenant Voice Award in 2025, recognising the organisation's commitment to effective tenant engagement and participation. This was followed by success at the SFHA Awards in 2026, where WSHA won the Smart Housing Award, reflecting the organisation's innovative and forward-thinking approach to service delivery. 

Mareta leads with humility, integrity and a strong sense of purpose. She is not only committed to achieving results but to developing people, building partnerships and creating lasting positive change. Through her vision, collaboration and dedication to continuous improvement, she has made a significant contribution to both WSHA and the communities it serves, making her an excellent candidate for the Excellence in Leadership Award. 

Outcomes and achievements

Some of the outcomes achieved under Mareta's leadership include: 

• Achieving 95% overall tenant satisfaction, with 98.67% satisfaction with communication and 99.67% satisfaction with opportunities to participate in decision-making, demonstrating a strong commitment to tenant voice and engagement
• Leading the development of WSHA's Community Investment Strategy, creating a long-term framework focused on people and opportunity, place and environment, and health and wellbeing
• Strengthening the role of The Whiteinch Centre as a community anchor organisation, connecting residents to learning, wellbeing, employability and support services
• Supporting the delivery of over £10.6 million in social value and securing almost £3 million in financial gains for residents through advice and support services. 
• Creating opportunities for local people through learning programmes, volunteering, community food initiatives and social activities, including 141 residents participating in skills programmes, 5,387 community shop visits, and 38 volunteers contributing over 5,100 hours, with 11 progressing into employment or further education
• Leading a service that contributed significantly to WSHA winning the TPAS Scotland Tenant Voice Award (2025) and the SFHA Smart Housing Award (2026)
• Established new Tenants Voice Panel and Community Voice Panel. 

• Individual nominated: Michelle Meldrum 
• Organisation: Berwickshire Housing Association 

Statement of support

To us, exceptional leadership is measured by the ability to inspire people, create lasting cultural change and empowering others. Since arriving at Berwickshire Housing Association (BHA) as the new chief executive amid the Covid-19 pandemic, Michelle Meldrum has demonstrated these qualities and more. 

Recognising that outstanding customer experience can only be achieved with an engaged and resilient workforce, Michelle quickly began work on resetting the organisation’s vision and values, working with colleagues across the entire 50-strong workforce, and the board to create the foundations for the next stage of BHA’s journey. 

That opportunity to reset the vision has been central to her leadership. A bold suggestion to reset to a clear and compelling vision: ‘To Realise the Power of Home’, based on Maslow’s Hierarchy of Needs. Her commitment to this vision is matched only by her equal determination to ensure that BHA is a place where colleagues feel valued, supported and empowered to perform at their very best.  

If Michelle was reflecting on her time at BHA, her most important achievement would be embedding psychological safety at the heart of the organisation. She has championed an environment where colleagues feel confident to speak up, challenge thinking, ask for help and show vulnerability without fear of judgement or repercussions. An essential element to this is creating a culture where colleagues, including herself, can admit mistakes. By encouraging openness and honest conversations, she has fostered a workplace where learning is valued, and mistakes are viewed as opportunities for growth and improvement. 

This hasn’t happened by accident. This has been achieved through visible, authentic leadership and a genuine commitment to listening. Her leadership style demonstrates exceptional self-awareness and desire to empower others to be the best they can be. 

She has revolutionised colleague engagement by creating multiple opportunities for colleagues to have a voice. This includes a quarterly in-person all-staff colleague briefing session, monthly ‘Team Time’ and chief executive engagement sessions.  

Innovation has been a defining characteristic of her leadership. She has championed flexible, person-centred approaches to wellbeing and performance. BHA colleagues are trusted to choose where they work best, whether from home, the office or community locations, supported by a progressive agile working approach and a Right to Disconnect policy. She has also introduced an extensive range of wellbeing initiatives, including clinical supervision, domestic abuse workplace support, menopause support and access to counselling services. 

Importantly, these initiatives have not been introduced as standalone benefits. They form part of a broader vision to create a workplace where people can bring their whole selves to work and achieve their full potential. As a result, colleagues feel supported both personally and professionally, contributing to strong engagement, workforce stability and continued organisational success. 

She believes that strong organisations are built through shared endeavour and genuine relationships. Externally, she has strengthened BHA's reputation as a trusted partner committed to delivering positive outcomes for communities. 

Her commitment to staff development further demonstrates her vision for the future. Despite operating as a relatively small organisation, she has ensured that investment in people remains a priority. Through participation in the sector-leading GEM Programme and access to specialist qualifications and development opportunities, colleagues are encouraged to continuously build skills, confidence and leadership capability. This investment is helping to develop the next generation of housing professionals while strengthening organisational resilience. 

What makes her leadership truly exceptional is her authenticity. She leads with empathy, integrity and genuine care for people. Whether serving food and drinks at staff events, personally writing Christmas cards to every colleague, or making time to check in on individuals' wellbeing, she consistently demonstrates that leadership is about people first. 

Outcomes and achievements

The impact of Michelle’s leadership can be seen not only in organisational performance, but in the lasting cultural transformation she has delivered at BHA. In her tenure, she has successfully created an environment where people feel safe, valued and empowered to contribute, resulting in a more engaged, resilient and high-performing workforce. 

Michelle has led our employee net promoter score (eNPS) from +19 to +36 at the most recent survey, which is classed as very good. Alongside leading our team to Housing Organisation of the Year at last year’s Scotland Housing Awards, she has tripled investment in customers homes since joining BHA. 

She is a regular contributor and passionate supporter of the sector-leading GEM and EDGE Programmes run by the Centre for Partnership, supporting six colleagues through their CIH qualifications since joining BHA. For a small organisation with limited resources, this is testament to her commitment to the development of our people. 

Most importantly, she is always 100% herself. This cultural transformation has strengthened BHA's ability to deliver its vision ‘To Realise the Power of Home’ for our 2,000 customers, ensuring our services are delivered by a motivated, supported and purpose-driven workforce dedicated to making a positive difference in their communities. 

• Individual nominated: Craig David Spence 
• Organisation: Orkney Housing Association 

Statement of support

As Chief Executive of Orkney Housing Association, Craig Spence has demonstrated exceptional leadership through a combination of strategic vision, innovation, collaboration and an unwavering commitment to improving housing outcomes for the people and communities of Orkney. During a landmark year which marked the organisation's 40th anniversary, his leadership has positioned the association for future success whilst maintaining some of the strongest performance outcomes in the Scottish housing sector. 

Since becoming Chief Executive in 2015, Craig has championed a culture of continuous improvement, innovation and community leadership. Over the last year this has been particularly evident through the development and delivery of Scotland's first Community Housing Bond, a pioneering initiative designed to tackle housing shortages by enabling local people, businesses and community organisations to invest directly in the delivery of affordable homes. The initiative attracted almost 100 investors and generated significant interest across the housing sector, with Craig invited to present the model nationally as an example of innovative housing finance. 

Craig's leadership extends beyond innovation alone. He has maintained a clear long-term vision focused on meeting changing housing needs within rural and island communities. Recognising increasing demand for housing options beyond traditional social rented housing, he has led the development of new approaches including low-cost home ownership, mid-market rent and future key worker accommodation through the association's evolving subsidiary organisation. This strategic thinking ensures the organisation remains responsive to local housing challenges while continuing to invest in future generations. 

A defining characteristic of Craig's leadership is his commitment to collaboration. Under his guidance, the association has strengthened relationships with tenants, local businesses, community organisations, other RSLs, the Scottish government and third-sector partners. This collaborative approach has helped establish pioneering initiatives including Housing First for Young People and Housing First for survivors of domestic abuse, creating integrated support models designed to prevent homelessness and improve tenancy sustainment outcomes. 

Craig is highly committed to a positive workplace culture, to developing people, and instigated the introduction of apprenticeship opportunities within the association, supporting the development of emerging talent and creating new pathways for skills development. He believes strong organisations are built through empowered teams rather than individual leadership. During the past year, significant investment has been made in colleague development, professional qualifications, leadership growth and succession planning. New senior leaders have been successfully integrated into the organisation while staff across departments have been supported to achieve professional and accredited qualifications. An independently commissioned employee survey demonstrated impressive staff satisfaction, with 94% of employees reporting they were proud to work for the association. 

His self-awareness as a leader is demonstrated through a willingness to seek expert advice, challenge established approaches and learn from others. The Community Housing Bond project, for example, was developed through engagement with specialist advisors, regulators, legal professionals and stakeholders to ensure the concept was robust, responsible and deliverable. Rather than relying solely on traditional solutions, Craig was prepared to challenge convention while maintaining sound governance and accountability. 

Under Craig's leadership, organisational performance remains strong. Current tenant arrears are under one per cent, and voids at only seven days. Tenant satisfaction sits at 89.4%, and satisfaction with the quality of homes increased 89.04%. The association continues to outperform national averages across several key measures whilst maintaining a strong financial position and an ambitious development programme. 

Craig's leadership embodies the values of the housing profession. Through vision, innovation, partnership working, humility and accountability, he has strengthened both his organisation and the wider community it serves. His leadership continues to deliver lasting benefits for tenants, colleagues and communities while helping shape the future of housing in Scotland.

Outcomes and achievements

During the last year, Craig has led a series of significant achievements that have strengthened Orkney Housing Association and delivered positive outcomes for tenants and communities. 

Under his leadership, Scotland's first Community Housing Bond was successfully launched, attracting almost 100 investors from across the community and creating a new model for funding affordable housing. The initiative has accelerated housing delivery while retaining investment and economic benefit within Orkney. 

Craig also supported the development of innovative homelessness prevention partnerships, including Housing First projects for young people and survivors of domestic abuse. These initiatives have helped vulnerable individuals sustain tenancies and secure long-term housing outcomes. 

He played a strategic role in supporting colleagues to deliver an organisation-wide rebranding and to celebrate OHA’s 40th anniversary involving some original founder members. 

The association continues to achieve exceptionally strong operational performance with current rent arrears sitting at only 0.97% and void days down to seven days. Tenant satisfaction, satisfaction with the quality of homes and satisfaction with communication have all increased. 

Chair of OHA, Brian Kynoch states: “Through innovation, collaboration and strategic leadership, Craig has strengthened our organisational performance, enhanced community and national relationships and created a platform for future housing delivery and sustainable growth.”