• Project name: My Bield Launch
• Lead organisation: Bield Housing and Care

Statement of support

At Bield Housing and Care, our commitment to addressing the diverse needs of our tenant community drives our approach to communication and service delivery. Central to this effort is the introduction of "My Bield", our online tenant portal, designed to enhance tenant engagement and streamline access to essential services, that had a soft launch in October 2023 and an official strategic launch in February 2024.

Early active engagement

In developing "My Bield," we prioritised early and active engagement with tenants. We consulted with our communication champions and interested parties, whose feedback was instrumental in shaping the portal's development. Their insights guided us in refining our communication strategies and instructional materials, ensuring they were tailored to meet the diverse needs of our tenant base.

Customized content creation

A key suggestion from our tenant testers was the creation of instructional videos to aid in the registration process. Recognising the importance of this feedback, we expanded our efforts to develop a comprehensive suite of approximately 25 short, user-friendly videos. These videos cover a range of portal functionalities, such as registration, repair requests, and document management. Designed using plain language and presented in bite-sized segments, these resources make the portal more accessible and easier to navigate for all tenants.

Effective planning, strategy, and communication tactics

Our strategic approach began with early consultation to gather valuable tenant input. This was followed by a pilot phase in October 2023, which allowed us to test the portal's functionality and address any issues before the full launch. The pilot phase was crucial in refining the platform and ensuring a smooth user experience.

On February 6, 2024, we executed a strategic launch of "My Bield" to coincide with Safer Internet Day. This timing was deliberate, aiming to highlight the importance of digital safety. The launch was supported by a comprehensive promotional campaign that included social media outreach, the distribution of leaflets, and face-to-face sessions in tenant common lounges. This multifaceted approach ensured broad visibility and engagement with the portal.

Evidence of impact

The impact of our strategic launch is evident through extensive media coverage and positive engagement metrics. The portal received notable mentions in various publications and platforms, including:

• Care Talk Business, Scottish Federation of Housing Associations, and The Edinburgh Reporter, which highlighted the portal's innovative features and broad impact.
• Scottish Housing News, Deadline News, and Caring Times, which further enhanced the portal’s visibility and reach.

Social media analytics indicate significant engagement, with coverage reaching up to 46,000 people through the Dumfermline Press alone. This extensive media coverage and social media reach underscore the effectiveness of our communication tactics in promoting the portal and emphasising its relevance to our tenant community.

Lessons learned

Our experience with the "My Bield" launch has underscored the critical value of tenant involvement in shaping communication and service strategies. The feedback collected during the pilot phase and through ongoing engagement has been invaluable in refining our approach. This collaborative process not only guided the development of instructional materials but also ensured that our communication remained clear and relevant to our tenants' needs.

Looking ahead, we recognise the ongoing importance of tenant collaboration in driving continuous improvement. The success of the "My Bield" portal demonstrates the effectiveness of integrating tenant feedback into our development processes and highlights the role of strategic planning and tailored communication in achieving positive outcomes.

Outcomes and achievements

The launch of Bield’s "My Bield" online tenant portal has delivered significant outcomes, showcasing our strategic approach and effective communication:

• Increased engagement: Since its official launch on February 6, 2024, aligned with Safer Internet Day, the portal has seen a substantial increase in registrations, with 265 users actively engaging with the platform
• Extensive media coverage: The portal garnered notable media attention, including high-profile mentions in The Edinburgh Reporter and Deadline News, with coverage reaching up to 46,000 people through various channels. This broad visibility has amplified the portal’s impact and relevance
• Effective communication: The creation of approximately 25 instructional videos, designed using plain language and accessible formats, has proven effective in assisting tenants with portal functionalities. These videos have been well-received, contributing to a smoother user experience
• Strategic timing: The alignment of the launch with Safer Internet Day and a comprehensive promotional campaign have successfully boosted engagement and reinforced the portal’s importance in enhancing tenant services.

Overall, the “My Bield” portal launch highlights our dedication to improving tenant interactions through strategic planning and tailored communication, achieving positive results and setting a benchmark for future initiatives.

• Project name: MAKING A DIFFERENCE
• Lead organisation: Wheatley Group

Statement of support

Wheatley is Scotland’s leading housing, care and property-management group, aiming to ‘Make Homes and Lives Better’ for over 210,000 customers across 19 local authority areas.

It includes four registered social landlords – including Scotland’s largest, Wheatley Homes Glasgow.

Wheatley’s communications team has a crucial role in keeping customers and 3,000 staff members informed.

It supports the business to hold events and engage with stakeholders, policy makers and partners.

The team’s strategy is to:

• Engage with customers, building strong, trusting relationships, and helping them benefit from opportunities to improve their lives
• Signpost them to advice services to help them keep on top of their rent and claim the welfare benefits they are due
• Communicate effectively with staff – empowering them to make a difference, share ideas and strengthen the business.

Wheatley’s support services

Wheatley has an important role in supporting families hardest hit by the cost of living crisis.

Around 70 per cent of Wheatley customers live in the bottom 20 per cent of the most deprived communities in Scotland (Scottish Index of Multiple Deprivation) and face huge economic pressures caused by rising prices and the challenges posed by the benefits system.

The team was tasked by Wheatley’s executive team with raising the profile of the group’s wraparound support services, including benefits advice, and encouraging tenants to use them.

Stay safe

Fire safety is a concern for all social landlords.

Wheatley wanted a campaign giving tenants the advice and information needed to protect themselves and their homes. 

Crucial to that was encouraging tenants to book a home fire safety visit.

Internal comms

A key part of the team’s role is to help frontline staff support customers.

The team aims to keep staff engaged and informed, particularly with many working from home and having less day-to-day contact with teams.

The staff survey looked at how to improve internal communications to re-energise and keep everyone motivated, informed and engaged.

Effective planning, strategy, and communication tactics

Support services

Objectives:

• Increase the number of people who received support with benefits by 10 per cent through our communications
• Increase the number of people receiving home fire safety visits by 10 per cent and help decrease the number of accidental fires by 10 per cent
• Double the number of staff who took part in the staff survey.

Wraparound services

Feedback from engagement events said customers wanted a mix of traditional and digital communication channels.

The team created multi-channel comms plans for each RSL. Key messages around the wraparound support would be shared, highlighting the services and other signposting to external advice. A key focus would be using real-life case studies to tell stories of the services and encourage other tenants to do likewise.

Stay safe

A multi-media comms campaign was created focusing on:

• Localised press releases featuring tenants who had benefited from advice
• Graphics and videos for Wheatley social media channels and websites
• Video messages with Wheatley’s chief executive, featuring interviews with tenants and staff highlighting the campaign’s information.

Digital screens in offices and depots were to be used, with key messages for staff to share with customers, and advice would be included in hyper-local newsletters for customers not online.

Internal communications

Feedback from last year’s staff survey was used to see how it could be improved.

Wheatley’s executive team approved £3,000 for a new platform which allowed staff to view our intranet on their mobile for the first time. This allowed comms to reach frontline staff quicker and easier.

The team wanted staff involved at each step - this was achieved by creating focus groups, with representatives from every part of the business, working with the communications team to create new-look pages/sections.

Outcomes and achievements

The team created a total of 312 posts on social media, reaching 670,000 people.

The publicity generated saw benefit advisors help 8,517 people access £17.5 million in benefits – an increase on 7,386 people the year before and an additional £4.4 million – far exceeding the target of 10 per cent.

The Stay safe campaign saw:

• Accidental fires fall by 18 per cent - well above the 10 per cent target
• As of August 2024, 800 tenants signed up for a home fire safety visit. In the previous financial year, 568 tenants signed up – a 40 per cent increase.

The team created 99 social posts on stay safe, reaching 97,000 people.

As part of wider communications, 2,811 social media updates were posted, seen by 6,214,152 people – a year-on-year increase of 1.3 million. Internal communications saw the team create:

• 3,380 content pages
• 479 news stories
• 90 blogs
• 2,047,612 intranet page views.

The team produced 102 videos in-house.

Weekly chief executive vlogs were seen 12,000 times. The staff survey showed 94.9 per cent thought they were excellent, very good or good - up from 91.6 per cent in 2022-23. 

The staff survey results showed this strategy works – 97 per cent of respondents felt informed, up from 95 per cent last year. 555 staff took part – up from 220 the year before.