Housing Organisation of the Year

• Project name: Barrhead Housing 
• Lead organisation: Barrhead Housing Association

Statement of support  

As Scotland’s housing emergency has intensified, Barrhead Housing has demonstrated how a small, community-based housing association can deliver exceptional local outcomes, while helping to shape the future of housing nationally. 

Driven by a clear purpose - to create adaptable, energy-efficient great homes, build stronger communities and improve lives - the association has combined strategic leadership, innovation, outstanding customer service and investment in people to deliver measurable social impact, while influencing housing policy and practice far beyond its area of operation.  

In a challenging financial climate, Barrhead Housing has chosen to lead rather than retrench. In partnership with East Renfrewshire Council, it has committed to delivering more than 300 new affordable homes through an ambitious development programme that responds directly to growing housing need. It has pioneered an innovative acquisitions strategy, with 30% of future acquisitions delivered as mid-market rental homes, widening housing choice and creating a model that responds to changing market demand. 

Its Blackburn Square development is setting new standards for sustainable, accessible and inclusive housing. Delivering energy-efficient homes that can be adapted to residents’ changing needs throughout their lives, the development addresses the combined challenges of climate change, affordability and an ageing population, while demonstrating how future housing can be designed to meet multiple policy priorities. 

Barrhead Housing measures success not simply by the homes it builds, but by the lives it changes. During 2025/26, it generated £9.4 million of social value, secured £195,572 in external funding and helped customers access £584,132 in additional income through welfare rights and financial inclusion services. 

Its community investment programme continues to tackle poverty, improve health and wellbeing, strengthen resilience and create opportunities for local people. Through initiatives, including the award-winning Brighter Futures Barrhead partnership, support for schools, environmental improvements and targeted community projects, the association has demonstrated how housing can act as a catalyst for wider social and economic change. 

Exceptional customer experience remains central. An enhanced customer services officer model ensured every tenant received a personal home visit, enabling earlier intervention, tailored support and stronger relationships. The impact has been significant: 99% of tenants said their visit was worthwhile, homeowner satisfaction reached 88%, and customer relationships have become increasingly proactive, responsive and built on trust. 

Barrhead Housing recognises that outstanding services depend on outstanding people. It has created a high-performance culture where continuous learning, wellbeing and professional development are embedded. Becoming the first organisation in the UK to achieve Flexible Workplace Accreditation demonstrates its commitment to creating a workplace where people thrive and high performance flourishes. 

Its influence extends well beyond its own workforce. Two members of its senior leadership team have progressed to chief executive roles elsewhere in the housing sector, highlighting Barrhead Housing’s reputation for developing future leaders. A pioneering shared head of people and culture arrangement demonstrates its collaborative approach and commitment to strengthening the wider sector through partnership and shared expertise. 

Barrhead Housing proves that influence is defined not by organisational size, but by ambition, innovation and impact. By combining exceptional local service delivery with a willingness to pioneer new approaches, share learning and influence practice, it is helping to shape the future of housing in Scotland, while continuing to deliver outstanding outcomes for the communities it serves. 

This is an organisation that delivers measurable social impact today as it helps to build a stronger, fairer and more sustainable housing sector for tomorrow. 

Outcomes and achievements  

Barrhead Housing delivered exceptional outcomes for customers, communities and the housing sector during 2025/26. 

The organisation generated £9.4 million in social value, secured £195,572 in external funding and helped customers access £584,132 through welfare advice services, directly improving financial resilience. 

Its enhanced customer services officer model ensured every tenant received a personal home visit, strengthening relationships, identifying support needs and creating earlier intervention opportunities.  99% of tenants said the visit was worthwhile, while homeowner satisfaction increased to 88%, demonstrating exceptional levels of trust and customer confidence. 

Barrhead Housing agreed an innovative acquisitions programme with East Renfrewshire Council that will deliver 30% of future acquisitions as mid-market rent homes, addressing unmet local housing need while providing a potential model for wider adoption across Scotland. 

Investment in people remained central to organisational success. Employee engagement reached 100% participation, with every employee positively endorsing the organisation’s culture, leadership and values. Barrhead Housing became the first organisation in the UK to achieve Flexible Workplace Accreditation and continued its strong track record of developing future sector leaders, with leadership development embedded through professional standards and a high-performance culture. 

Together, these achievements demonstrate an organisation delivering outstanding local impact, while influencing the future of Scottish housing. 

• Project name: Hanover is Leading the Way 
• Lead organisation: Hanover Scotland 

Statement of support  

Leading and informing change in housing policy at a national level  

Hanover has driven the charge to address the lack of housing solutions for the ageing population. As an older person’s specialist provider, Hanover led the debate through the publication of a manifesto asks document to political parties standing for election, a range of thought leadership articles in the housing and national press and speaking at a number of conferences and events through its CEO throughout the year.  

This work gained national recognition and inspired discussions at a much broader level across the sector, strengthening links between housing and social care at national level. 

There has been a relentless awareness raising campaign to shift the debate away from the housing emergency being seen as a ‘homelessness issue’ to one that examines all aspects of the failing housing system, particularly around older people.  In addition, Hanover jointly funded a critical research project undertaken by Professor Ken Gibb that demonstrates the cost benefit of housing support services in Scotland. 

Hanover is now leading the creation of a new group of specialist housing associations to increase pressure on government for change.  

Delivering an exceptional service for tenants and improving housing outcomes  

Over the last year, Hanover’s tenant satisfaction results have significantly increased as a result of a specific focus on listening to tenants' asks and acting on them. An increased focus on social activities reduces loneliness and isolation, improves mobility and encourages community connection to help tenants to age well and stay independent.  

Doubling the level of annual capital investment from £4 million to £8 million in Hanover homes by negotiating the removal restrictive loan covenants has significantly improved the organisation's ability to meet the desire of tenants to have new kitchens, bathrooms and various energy efficiency upgrades to buildings, which successfully reduced housing cost for tenants.  

As a care and support provider, one of Hanover’s developments was awarded a Grade 6 across all categories inspected by the CI, the highest award level achievable and one which is rarely given.  This demonstrates the high quality of care and support provided by Hanover to its most vulnerable tenants. 

Last year, Hanover sought grant funding from the Scottish Government which enabled it to spend £869,000 on adapting 262 homes for people who required physical changes to their homes in order to continue to live well at home. This significant investment has directly prevented many of Hanover’s tenants from having to move into residential care.   

Succession planning and professional development  

Hanover adopted a more rigorous approach to succession planning last year by introducing a clear plan for board and executive team members. This enabled them to identify an existing board member to become our new chairperson, when the previous chair stepped down. This approach is now being adopted across all management levels. 

They delivered a Leadership Excellence Programme to the full leadership team over the last two years to support their professional development as part of the People & Engagement Strategy.  80% of their senior leadership team have received coaching from an external training company last year to support their development.  

Hanover developed a career journey guide to demonstrate how employees can move from role to role, what support and training is provided, what qualifications are required or paid for by Hanover and the competencies required for each role. This, along with the CIH Professionalism Commitment, has seen more employees undertake professional qualifications and become CIH members. 

Hanover received recognition of this work with IIP Gold Accreditation in 2025/26, two levels up since the last audit. 

Outcomes and achievements  

For tenants 

• CI Inspection Grade 6 – demonstrating the positive outcomes for tenants
• Digital screens - in all sheltered housing developments to transform communication
• Level of investment in homes – doubled from £4 million to £8 million, allowing double the level of component replacement work, including windows, doors, kitchen and bathrooms.
• Satisfaction scores – an improvement in all satisfaction scores but the overall satisfaction score increased by 6%. 

For employees 

• Employee turnover reduced from 22% to 15% - a reduction of 7% in a year
• Increased benefits for employees – a pension increase of 1% for auto-enrolment
• Funding of professional qualifications – one additional employee achieved a master's degree in housing studies
• Increase in employee health cash plan level – allowing employees to have diagnostic scan and tests and reclaim the cost. 

For Hanover  

• IIP Gold Accreditation – an increase of two levels since last audit
• Higher scores across all performance indicators – reducing void relet times from 67 days to 45 days 
• Reduced sickness absence – from 6% to 4%
• Internal audit highest score rating for recruitment and retention practices
• Leadership excellence – delivered a six-module course to 47 employees. 

• Project name: Impact Beyond Size: Proving that ambition, not scale, defines success
• Lead organisation: Horizon Housing Association 

Statement of support  

Over the past 24 months, Horizon Housing Association has turned customer priorities into investment, service improvements and wider influence across Scotland’s housing sector. 

With fewer than 900 homes and a team of 28 colleagues, we have reshaped our business plan around what customers told us mattered most, increased investment in homes and communities, improved services, strengthened colleague engagement and succession, and contributed to national policy and practice on accessible housing. 

Leading and informing change nationally 

As Scotland's specialist accessible housing provider, Horizon continues to shape national conversations around housing, health, social care and independent living. We led the Accessible Housing Network, bringing together over 30 organisations, promoted our Accessibility Manifesto nationally, presented at Housing LIN's Housing Hour, contributed to Scottish Housing News' accessibility podcast and we delivered an Accessible Housing and Social Care Summit attended by more than 120 delegates. These activities keep accessible housing firmly on Scotland's housing agenda. 

Our influence has delivered tangible outcomes. Working with Link Group, we secured a commitment that at least 10% of future new-build homes will be wheelchair accessible. We have also developed an innovative supported housing model with The Richmond Fellowship Scotland, already supporting 23 people across 18 homes, enabling people with complex needs to move from institutional care into independent community living while creating a more sustainable model for housing, support and public services. 

Delivering exceptional outcomes for tenants and communities 

Everything we have achieved starts with listening to customers. During development of our new business plan and through consultation with our customers (40% response rate) we identified their priorities were clear: invest more in homes, improve energy efficiency and household affordability, and invest more in neighbourhoods and communities.  

We listened and changed our plans. Through refinancing, we released approximately £700,000 per annum from debt repayments and redirected this into customer priorities, enabling around £700,000 additional annual investment in homes and services and accelerating a planned five-year investment programme into two years. By the end of 2027, around 60% of customers will have benefited from at least one major component replacement, we are prioritising customers' rent money on exactly what they asked for.  

Customer feedback also transformed service delivery. Customers identified communication as the main driver of dissatisfaction, so we redesigned our customer service standards. Complaints reduced by 46%, complaints per 100 homes reduced from 13 to seven, and repairs satisfaction increased from 87% to 93%, with overall satisfaction increasing from 82% to 89%. Our two-person tenancy sustainment team generated £1.37 million in financial gains for customers during 2025/26, contributing to tenancy sustainment of 93% and arrears of just 0.96%.Over the last three years they have generated over £3.5 million for customers. 

Building the workforce of the future 

Two years ago, colleague feedback through Investors in People highlighted significant opportunities for improvement. We responded by involving colleagues directly in shaping our future and embedding development and succession planning at every level of the organisation. 

The results have been transformational. Our latest colleague survey achieved an Employee Net Promoter score of 83 and an engagement rate of 85%. During the year, two colleagues progressed into our wider leadership team through our approach to succession planning and growing our own, while four new board members were recruited with over 30 expressions of interest, demonstrating Horizon's appeal to talented non-executive directors and its commitment to leadership talent and long-term sustainability. 

Why Horizon? 

Horizon's story is simple. We asked customers what mattered most, changed our plans to deliver it, improved services, increased investment in homes and communities, influenced national policy and practice, and built a stronger workforce and board to sustain that success. 

For an organisation of our size, the scale of impact is exceptional. More importantly, the outcomes are real: better homes, stronger communities, greater independence and better lives for the people we serve. 

Outcomes and achievements  

National influence: Leads the 30+ member Accessible Housing Network; launched a national manifesto and convened 120+ summit delegates 

Accessible homes: Secured Link Group’s commitment that at least 10% of future new-build homes will be wheelchair accessible 

Independent living: Partnership with TRFS supports 23 people across 18 specialist homes 

Customer-led investment: A 40% consultation response shaped priorities, including £200k annually for energy efficiency and £700k for neighbourhoods 

Service improvement: Complaints fell 46% in one year and 66% in the last three years; repairs satisfaction rose from 87% to 93% in one year and improved from 81% to 93% in the last three years 

Homes: Refinancing released £700k annually; around 60% of customers will receive a major component replacement by 2027 

Energy: No homes below EPC C by 2028  

Sustainment: A two-person team generated £1.37 million in financial gains; sustainment reached 93% and arrears were 0.96% 

People and governance: eNPS reached 83 with 85% participation; two colleagues were promoted and four board members recruited.  

Horizon deserves to be Housing Organisation of the Year because we have turned listening into lasting, measurable change. Customers shape our investment, colleagues strengthen delivery and partnerships extend our national influence. With just 28 colleagues and fewer than 900 homes, Horizon proves impact is defined not by size, but by ambition and the difference made. 

• Project name: Osprey Housing delivering high performance 
• Lead organisation: Osprey Housing 

Statement of support  

1. Introduction 

What distinguishes Osprey Housing is its ability to combine high performance with a strong values-led approach to service delivery and being a great place to work.   

The organisation has consistently delivered excellent outcomes for tenants while simultaneously growing its housing stock, supporting rural communities, investing in its people and influencing the wider sector. It has successfully navigated organisational transformation, maintained strong performance metrics and delivered tangible financial benefits for tenants during a period of significant economic and social challenges. 

Osprey's reputation has been built on a simple but powerful belief: that great housing starts with great people. By investing in its workforce, empowering its leaders and remaining relentlessly focused on tenant outcomes, the organisation has created a culture where continuous improvement is not an initiative but a way of working. 

2. Delivering for tenants    

The organisation has consistently achieved strong tenant satisfaction results alongside operational KPI measures, with a prevention-first approach to tenancy sustainment.  Osprey's impact extends beyond core landlord services, through a highly engaged workforce who go above and beyond, Osprey delivers significant social value alongside excellent housing services. 

The organisation is committed to increasing the supply of high-quality affordable homes through consistently achieving its ambition to deliver 60 new homes annually. Working with trusted SME development partners to deliver tenure-blind, high-quality design ensures homes are sustainable and fit for future. Osprey has delivered developments ranging from small rural schemes of two homes through to larger projects in larger towns ensuring local needs are met regardless of scale.  

The successful transfer of engagements in 2021 further strengthened the organisation's resilience and ability to deliver for tenants creating efficiencies and service improvements that generated tangible benefits, including a two-year rent freeze and subsequent rent increases below inflation. 

3. Delivering for our people 

Osprey Housing has created a culture where learning, development and continuous improvement are central to organisational success. Recognising the increasing pressures facing both tenants and staff, Osprey has also prioritised workforce wellbeing through flexible working arrangements and a comprehensive resilience programme. This investment has helped colleagues develop the skills and confidence required to navigate an increasingly complex operating environment.  The organisation's commitment to developing talent is demonstrated through the introduction of Insights Discovery profiles for all staff, enhancing self-awareness, strengthening individual and organisational effectiveness, creating a cohesive and resilient workforce. Osprey demonstrates that career progression is achievable and supported at every level of the organisation.  

4. Wider sector impacts 

Through strong leadership and sector engagement, Osprey ensures that the challenges and opportunities facing local communities are represented at national level. 

Osprey's CEO is a member of the Scottish Housing Regulator's Rural Forum and serves on the Board of the Scottish Federation of Housing Associations (SFHA), providing direct input into discussions that influence housing policy, regulation and sector priorities. Osprey has also taken a leading role in coordinating and hosting engagement events with MSPs following recent elections, creating opportunities for policy makers to hear directly from housing providers and gain greater understanding of the challenges facing individuals, communities and the sector. 

The organisation is committed to contributing to the future workforce, and through engagement with CIH and Skills Development Scotland, Osprey's CEO has actively promoted housing as a career path. The CEO's own progression from customer services assistant to leading the organisation is a powerful example of succession planning and career progression within the sector. 

The result is an organisation that delivers high quality homes, exceptional services and meaningful impact, making it a worthy candidate for Housing Organisation of the Year. 

Outcomes and achievements  

• Consistent performance on key indicators – particularly income and tenancy management - arrears and voids outcomes sustained for several years.  Low evictions and abandonments evidences the preventative approach to managing tenancies
• Tenant satisfaction – high levels of sustained tenancy satisfaction across all indicators, including new tenant surveys during 2025-26 achieving 100% satisfaction with quality of home
• Tenancy sustainment projects generating £1.1 million of savings in social value using HACT tool to measure impact of housing on homelessness nominees
• Tenancy support and sustainment projects – self funded floor covering and hardship fund that officers can access directly to give tenants immediate support in crisis situations for food or fuel
• Tenant engagement – OTRA scrutiny project linked to improving lettable standards and achieving 100% satisfaction with home at signup.  Listening to our tenants achieving measurably higher standards
• Delivering our ambition of an average of 60 new homes a year consistently since restarting our development programme in 2016
• Significant Investment in our people (both staff and board) – including joint staff/board training, professional qualifications, apprenticeships, conference attendances and professional memberships paid
• Osprey were awarded IIP Gold in 2020, retaining this status and achieving an improved score in 2023. 

• Project name: Celebrating 40 years with sector-leading innovations 
• Lead organisation: Orkney Housing Association 

Statement of support  

During its 40th anniversary year, Orkney Housing Association demonstrated why community-based housing organisations remain at the forefront of innovation, service delivery and community impact. By combining sector-leading performance, pioneering new approaches to housing finance, investment in people and active engagement in national housing challenges, the association has continued to improve outcomes for tenants while helping shape the future of housing in Scotland. 

Established in 1985 to meet the varied housing needs of Orkney, the association has now delivered more than 1,150 homes across 18 islands and parishes, spearheading and co-ordinating over £150 million of investment in local communities. Throughout its 40-year history, the organisation has remained focused on building homes, supporting communities and ensuring that investment is recycled back into the local economy for future generations.  

The association has continued to deliver exceptional outcomes for tenants. During the year, overall tenant satisfaction increased from 83.4% to 89.4%, satisfaction with communication increased from 84.5% to 90.7%, and satisfaction with the quality of homes increased from 86.6% to 89.0%. Current rent arrears have reduced to 0.97%, while average re-let times are significantly better than the Scottish average at just 7 days compared to 60.59 days nationally. Void loss remained exceptionally low at 0.21%, demonstrating the effectiveness of proactive and supportive housing management services.  

The organisation has also demonstrated sectoral leadership in addressing wider housing challenges. As one of seven projects selected through the Scottish Government's Upstream Homelessness Prevention programme, Orkney Housing Association developed pioneering Housing First initiatives for young people and survivors of domestic abuse. Working alongside third-sector partners, the projects adopted a whole-system approach to preventing homelessness and supporting some of the most vulnerable people within island communities.  

Innovation has been a defining feature of the year. Recognising that traditional funding alone would not deliver the volume and pace of housing required, the association developed the first Orkney Community Housing Bond. This groundbreaking initiative enabled local people, businesses and community organisations to invest directly in affordable housing delivery. The bond attracted almost 100 investors and has accelerated the delivery of additional affordable homes while retaining investment returns and economic benefits within the local community. The initiative has generated significant interest across the housing sector and has been presented nationally as an example of innovative practice.  

The association also continues to influence wider housing discussions. It plays active roles in the Orkney Community Planning Partnership and Highlands & Islands Regional Economic Partnership, bringing together community and housing organisations with local authorities to discuss key issues including development challenges, workforce planning and legislative change. The organisation also played an active role in raising awareness of the Radio Teleswitch Service transition and facilitated engagement between tenants, senior representatives from the energy regulator and sector bodies regarding the impact on rural and island communities.  

Investment in people remains central to the organisation's success. During the year, staff achieved professional qualifications across housing, governance, finance and data protection disciplines, while new senior leaders were successfully recruited and integrated into the organisation. An independently commissioned employee survey found that 94% of employees were proud to work for the association, demonstrating a positive culture and strong commitment to professional development and succession planning.  

Whether through delivering excellent services, pioneering Scotland's first Community Housing Bond, innovatively leading homelessness prevention, investing in talented colleagues or helping shape conversations on housing and community sustainability, Orkney Housing Association continues to demonstrate the qualities of an outstanding housing organisation and a force for positive change across Scotland. 

Outcomes and achievements  

Orkney Housing Association delivered outstanding outcomes for tenants, communities and the wider housing sector during its 40th anniversary year. 

Tenant satisfaction increased to 89.4%, satisfaction with communication increased to 90.7%, current rent arrears stand at a sector-leading 0.97%, and average re-let times are only seven days.  

The association launched Scotland's first Community Housing Bond, attracting almost 100 investors from individuals, businesses and community organisations. The initiative has accelerated affordable housing delivery. It has raised the organisation's national profile and demonstrated a new approach to community-led housing finance. 

Through partnership working, the association established innovative Housing First projects supporting 16 vulnerable individuals, achieving 100% tenancy sustainment and securing ongoing funding. 

This all coincided with the launch of OHA’s refreshed brand, which has been positively received throughout the Orkney community. 

Delivering projects that were unprecedented amongst Scottish RSLs, alongside its 40th anniversary celebrations, rebranding and normal day to day responsibilities, represented a significant undertaking for OHA.   

Investment in people remained a priority, with colleagues achieving professional qualifications and 94% of employees reporting pride in working for the organisation. 

Together, these achievements demonstrate an organisation delivering exceptional services, driving innovation and creating lasting positive impact for tenants and communities across Orkney and beyond.