• Project name: Eton Avenue Project
• Lead organisation: Argyll Community Housing Association
• Partner organisations: NHS Highland Occupational Therapy, CMA Architects Limited and John Brown (Strone) Limited

Statement of support

A feasibility study was undertaken a number of years ago to investigate the future of a number of Argyll Community Housing Association (ACHA) flats at Eton Avenue, Dunoon.  This study highlighted issues around the layout of the flats, the external environment and the costs and difficulty to upgrade the properties to meet the Energy Efficiency Standards for Social Housing set by the Scottish government.

At the same time ACHA attended monthly partnership meetings with other registered social landlords, Argyll and Bute HSCP housing occupational therapists to discuss applicants and their urgent housing needs, it was identified that ACHA had tenants on our transfer housing waiting list with a need for a type of adapted properties that did not exist within the housing stock at that time.

A decision was made and approval given for the properties at Eton Avenue, Dunoon, to be demolished and replaced with four fully adapted purpose built houses to specifically meet the health and housing need of four identified families.

ACHA then worked in partnership with Argyll and Bute HSCP housing occupational therapists, CMA Architects Limited, and a local building company John Brown (Strone) Limited who were awarded the building contract. The occupational therapists worked very closely with ACHA and our tenants who all had very different health and housing needs to identify each families specific requirements.

The occupational therapist and architect worked in partnership to not only ensure that each property was to meet the current individual needs of each family i.e. internal wheelchair accessibility, adapted bathing facilities, ceiling supports for hoist/rails, wheelchair accessible external areas etc. but also worked together to future proof and cater for any possible needs in the future as well as ensuring the buildings met today’s energy efficient standards.

Communication, collaboration and partnership working for all involved was key for the success of this project which concluded in November 2023. The effective communication between the tenants, ACHA, the OT service, the architect, and the building contractor was of paramount importance, each partner bringing their knowledge, experience and expertise which resulted in completely improving the aesthetics of the whole area and community, the environment, and ultimately producing housing that not only met the needs but significantly improved and changed the lives of our tenants and their families.

Following the completion of the Eton Avenue project, the occupational therapist completed a review and shared their following comments with regard to the process:

• "The OT service, ACHA and the architects communicated regularly to discuss the plans and any proposals were implemented. The OT service met with representatives from medical equipment suppliers and arranged detailed face-to-face assessments when necessary to ensure that any complex adaptations or equipment requested was going to meet all long term need. This information was all fed back to the architects and ACHA and all plans were updated as required."
• "The three families involved were all kept up to date with the proposals and the plans were shared with them. There was a Teams meeting arranged involving all stakeholders and everyone had an opportunity to discuss the plans and recommend changes. The views of the new tenants were integral to this process. The families all reported that they felt involved with every step of the design process and the end result was a property that absolutely met their expectations. This process was vital in ensuring that there were no aspects of the design left to chance, and the families themselves were the best advocates for their own needs."

Outcomes and achievements

Following completion and tenants moving in to their new homes the occupational therapists carried out a review with the families and shared the questions asked and responses given:

Each family was asked to say in their own words, the impact that moving into their new home has had.

• “It has taken a lot of stress off, both physically and mentally”
• “We can all have proper family time”
• “Just a joy”
• “Completely life changing”
• “Mental health has improved; life is lighter and feels less burdened”
• “Living in the new house is much better all round. Child A’s care is now 100 per cent what it should be and everything that was needed is now in their room”
• “Life changing”
• “It didn’t feel real at first”
• “I can’t believe this is where I live!”
• “Living here has now become more real”.

Each family was asked to score their new home out of 10

• Everyone scored 10/10!

• Project name: Housing Options Training Toolkit
• Lead organisation: Scotland's Housing Network

Statement of support

This is the only training toolkit that is dedicated to providing a single point of training to all providers of housing options advice in Scotland. The Housing Options Training Toolkit was created and developed by all 32 local authorities and Wheatley Homes (Glasgow) and is supported by the Scottish government and funded through the RRTP funding. The first three modules were made live to local authority housing/homelessness staff in January 2022.

Scotland’s Housing Network started managing the toolkit on behalf of the local authorities in April 2023 and in March 2024 the final three modules were also made available.

The toolkit is an online training and resource facility covering all things Housing Options.

There are six modules:

• Module one – Introduction to Housing Options
• Module two - Accessing housing
• Module three – Keeping people in their current homes
• Module four – Health and wellbeing
• Module five – Income and affordability
• Module six – Employability.

The toolkit covers many different subjects and with the first three modules being core housing subjects; these were put together by staff from all levels from many, (if not all), of the 32 local authorities. The other three modules are mainly about working in partnerships with other organisations. Therefore, help and assistance to put these modules together came from various other services like the Scottish Prison Service, Cyrenians, Public Health Scotland, Citizens Advice Scotland and many more.

Our learning development officer, Leza Lafferty, has been promoting the Housing Options Toolkit throughout Scotland. Leza has already presented to all five housing hubs as well as carried out four face-to-face events and two online events to a total of 345 local authority staff. Introducing them to the modules and explaining what it is, the history of why it was created, who has been involved and what it includes.

Leza has also carried out presentations to Stirling University housing graduates and has also been asked to present to the Scottish Prison Service (SPS).

The feedback and interest in the toolkit has been very positive and with over 1,900 staff actively using the toolkit it is exciting to see the future benefits of this toolkit brought about by collaborative working.

• "SPS has been involved in this collaborative approach to designing and developing content for the Housing Options Training Toolkit for frontline staff since 2016. Engaging with the Toolkit Steering Group and local authorities involved exchanging information and ideas about what could be included. Working in synergy naturally lead to an improved product and shared understanding of roles and responsibilities. As a result, the toolkit will equip frontline housing staff to engage more meaningfully with people in and leaving the justice system and to have a better knowledge around the issues people face, as well as what is required to mitigate these. Once SPS staff have access to the toolkit, they will gain more knowledge around homelessness legislation and housing options which will also help them to support service users and engage with housing staff more effectively." Liz Cooper, policy manager, SPS.

• "Working with partner agencies and different councils to put the toolkit together was a really enlightening experience. Collaborating with different services allowed us to see housing services from a variety of perspectives and really understand the issues that organisations have when they’re working with shared service users." Ath Croft, Aberdeen City Council and chair of the HOTT Steering Group.

Outcomes and achievements

So far over 3,000 local authority staff have registered to use the toolkit and over 1,900 staff are already actively using it throughout Scotland. Over a 1,000 of these users have already completed module one.

We are committed to continual development of the toolkit, both for updates as statutory advice changes, and to continue to develop new materials for users. We have invested in staff development, and digital transformation to allow Leza to be able to update the learning materials quickly and efficiently in the future. 

The Governance Advisory Board and SHN are keen to promote the toolkit to registered social landlords and other third-party services that think they could benefit from using this.

As the toolkit covers so much it is a great tool for other services who work closely with housing to use and it allows them to recognise our practices and how working together and understanding each other’s procedures can result in quick, efficient ways to assisting tenants and homeless applicants. So is a great example of collaborative working in Scotland, helping to standardise the level of service a prospective tenant will receive when accessing housing options advice.

• Project name: North Lanarkshire's Housing Domestic Abuse Task Force
• Lead organisation: North Lanarkshire Council
• Partner organisations: Registered social landlords in North Lanarkshire

Statement of support

North Lanarkshire’s Housing Domestic Abuse Task Force is a housing sector-wide collaboration which seeks to effectively tackle domestic abuse in North Lanarkshire through enabling a more responsive, informed and innovative wider housing sectoral response, involving both the council housing service as well as the wider social landlords in North Lanarkshire.

As one collective strong sector, the collaborative works in partnership with the domestic abuse specialist support services and the council’s  Violence Against Women and Girls partnership (VAWG).

North Lanarkshire Council’s housing service has always been a key partner in the VAWG and has led on several initiatives to enable earlier intervention to prevent domestic abuse, as well as implementing supports to ensure a sensitive and proactive approach when domestic abuse does occur so survivors can access the support they need as quickly as a possible to reduce trauma and distress experienced. Recognising the interconnectedness of domestic abuse and housing and the pivotal role housing has at key contacts for intervening and acting early, a range of initiatives have been progressed:

• Development of the council’s Housing Domestic Abuse Policy
• Delivery of bespoke North Lanarkshire domestic abuse training for housing staff – including, housing property, housing operations, development and strategy employees
• Implementation of domestic abuse procedures
• Implementation of regular audit processes to review domestic abuse housing approaches to identify any gaps in service provision and ensure that a proactive and effective housing response is provided
• Audit of MARAC processes to identify strengths of current MARAC processes in North Lanarkshire and identify recommendations for improvement
• Secured funding from the Scottish government’s Equally Safe Funding to deliver Safe and Together training for housing staff – skilling staff in effective practice for challenging perpetrators and for implementing a survivor strength-based model of keeping children safe with the non-perpetrating parent
• Established Housing Domestic Abuse Champions across every housing locality to act as a key interface between locality staff and the VAWG partnership to share knowledge and information, improve understanding and practice across the wider housing sector
• Established a Housing Domestic Abuse Working/Continuous Improvement Group to act as a conduit between the VAWG partnership and drive forward improvements and actions within local housing teams
• Implementation of a housing specific and council-wide Trauma Plan to embed trauma informed practice in all areas of business.

Collaborative

Despite the positive work, domestic abuse remains one of the leading causes of women’s homelessness in North Lanarkshire, with this picture mirrored nationally. The housing team understood the scale of the issue and recognised that a different approach was required and seized the opportunity to build on the success achieved.

With existing strong partnerships in place between the council and other social landlords in North Lanarkshire, the council sought to harness this, recognising the strength of action of one collective wider housing sector in effectively tackling domestic abuse. The council then established Scotland’s first known wider housing sector domestic abuse collaborative, extended to all social landlords in North Lanarkshire, facilitated by the council’s housing team.

The aims of the collaborative are to:

• Share and learn from good practice across the wider housing sector in North Lanarkshire
• Provide a clear communication pathway between the wider VAWG partnership and all social landlords
• Encourage development of high quality housing domestic abuse policies and procedures amongst all social landlords
• Ensure referral and support pathways are widely known amongst the wider housing sector in North Lanarkshire
• Explore opportunities to jointly develop new initiatives and support to tackle domestic abuse
• To extend domestic abuse training and learning opportunities amongst the wider housing sector to embed knowledge amongst all housing staff.

Outcomes and achievements

The Collaborative has had several key successes:

Training

Over 600 council and registered social landlord (RSL) employees trained on domestic abuse and specific gender based violence specialist areas with just over 150 council and RSL employees trained in the innovative safe and together approach.

Embedding trauma informed practice

All council housing staff trained at informed level with housing advisors and managers trained at enhanced/skilled level – with a dedicated team of housing trauma in-house trainers who have developed a bespoke housing trauma resource recognised by the national NES trauma training transformation programme.  

A range of trauma informed design/building improvements initiated and in progress, including trauma informed community hubs, temporary accommodation hubs, and personalisation packages for resettlement to support survivors of domestic abuse through the creation of physical spaces that promote safety, wellbeing and healing.

Resources

Development of a pioneering North Lanarkshire social landlord wide digital domestic abuse resource – bringing all key sources of domestic abuse information together in one digital document for social landlords. The wider VAWG partnership are now using the housing digital guide to develop their own wider VAWG digital resource, recognising the benefits of this resource in providing a one stop repository for all domestic abuse information.

• Project name: Sheltered Housing Tenants' Forum and Aberdeenshire Council - Working in Partnership to Review Services
• Lead organisation: Aberdeenshire Council
• Partner organisation: Sheltered Housing Tenants Forum

Statement of support

Aberdeenshire spans 6,313 square kilometers and includes 58 sheltered housing schemes. Its vast, rural nature poses challenges related to travel and digital connectivity. The region's demographic is shifting, with those aged 65 and over set to outnumber individuals under 18 for the first time in four decades.

The Aberdeenshire Sheltered Housing Tenants Forum (SHTF) was established in 2012, meeting quarterly until 2020 when the pandemic prompted a shift to virtual meetings, facilitated by the Connecting Scotland initiative. In 2021, new leadership was elected, leading to significant changes that emphasised inclusivity and adaptability, broadening participation.

In 2023/24, the SHTF implemented several initiatives to enhance tenant engagement and service review processes:

1. Increased participation: Meeting minutes from all sub-group meetings are now distributed across schemes and displayed on notice boards, which has boosted attendance at forum meetings and increased scheme-to-scheme interactions.
2. Branding: The SHTF introduced a logo to help tenants easily recognise official communications.
3. Service review: The SHTF formed a Service Review Group to ensure tenant input at all review levels. Sub-groups focused on key areas:

• Staffing: Notice boards now display photos and contact details of staff, along with simplified job profiles to clarify roles
• Finance: In response to the cost of living crisis, the group analysed communal area energy use, recommending cost-saving measures. Smart TVs were installed in communal lounges, funded by grants, to facilitate social interaction and scheme-to-scheme video calls
• Communications: The SHTF developed area-based newsletters and utilised smart TVs to expand meeting participation, considering tenants' accessibility, mobility, and transportation challenges. Environmental benefits and budget savings have been noted due to reduced travel. The approach to welfare calls was also updated based on tenant feedback, moving from traditional intercom check-ins to more flexible communication methods, including texting and voicemail options
• Environmental: Current efforts are focused on biodiversity and cost of living reactions, exploring how tenants and services can make improvements.

These sub-groups review financial and performance data, ensuring accountability by addressing identified actions.

4. Strategic involvement: Tenants are increasingly involved in shaping council policy. For instance, the forum's chair collaborated with the Sheltered Housing Service to design the place survey, which uses the Place Standard - a tool from the NHS and Scottish government - to assess whether each scheme is appropriately located and supported. Feedback from tenants was incorporated, and the chair provided insights into how these tools function from a tenant's perspective, adding credibility to the process.

The SHTF facilitates the creation of a "community within a community", fostering significant local connections. For example, local butchers and libraries often show appreciation for the support provided by the schemes, particularly during holidays.

These actions reflect the SHTF's commitment to involving tenants in decision-making and service improvement, ensuring their needs and perspectives are central to the operations of Aberdeenshire's Sheltered Housing Service.

Outcomes and achievements

The SHTF allows for the tenants to become “a community within a community” and highlight those significant links. The SHTF has shown what true empowerment through scrutiny can do. It take the issues of today and enables tenants to work with their landlord to create lasting solutions. They have created a rolling program of scrutiny which allows for flexibility and constant improvement.

• Project name: Cycling North: A pathway to active travel
• Lead organisation: ng homes
• Partner organisations: Cycling Scotland, Grease Monkey UK, St Paul’s Youth Forum (SPYF), On Bikes - Active Travel programme of SPYF, HMP Barlinnie (Barlinnie Bike Works), Cycling UK, Scottish Cycling, The Loading Bay

Statement of support

ng homes is a community-based housing association providing housing and support services to almost 7,000 tenants and owners within North Glasgow across Springburn, Balornock, Possilpark and Parkhouse. These areas face socio-economic, health and transportation challenges, ranking low on the Scottish Index of Multiple Deprivation. Despite less than half of households having access to a car, walking and cycling rates are low.

Community consultation highlighted key barriers to cycling in the area, including limited access to bikes and storage, inadequate cycling infrastructure and a lack of cycling skills. Cycling Scotland research found that a third of Scottish households lack safe places to store a bike, particularly those living in flats.

In response, ng homes implemented an Active Travel Strategy to support tenants access and experience the benefits of travelling by bike. Developed in partnership with local organisation ‘On Bikes’, with support from Cycling Scotland and other partners, the focus during 2023-24 was on three priority areas:

• Provision of suitable cycle storage - site-specific safe and secure cycle storage units have been installed across communities, accessible for free by tenants (partnership with Grease Monkey)
• Increased and affordable access to bikes - In collaboration with Barlinnie Bike Works, refurbished and upcycled bikes are distributed for free to those experiencing transport poverty. This circular economy model diverts valuable resources from landfill while providing tangible benefits to vulnerable individuals and communities.
• Delivery of community engagement and employability initiatives - Working with On Bikes and other organisations, ng homes deliver bike maintenance and cycle training to tenants, overcoming additional barriers to cycling and sharing expertise and skills.

While delivering initiatives, ng homes identified that they could provide additional opportunities to tenants and increase the benefits via a permanent Active Travel Social Hub. They converted a vacant unit within their flats into a hub, initially delivering a limited service. Funding from Cycling Scotland allowed the hub to expand, opening three days a week and becoming fully equipped with professional tools for bike maintenance and repair. It provides a safe space for people to socialise, while also receiving support from an experienced bike mechanic and Housing Officers who attend the hub regularly.

To complement their Active Travel strategy, ng homes have developed a circular ‘cycle pathway’, from getting and learning to ride a bike to maintenance, repair and donations back to the community. Cycling UK supports ng homes to provide early years training (teaching young people to ride). This forms the initial entry part of the ‘pathway’, allowing users to progress their skills, from riding balance bikes in a safe environment to confidently riding their bikes anywhere, through the national Bikeability scheme. As riders gain competence and confidence, the pathway provides further opportunities including led rides and access to BMX coaching with partners Scottish Cycling and local venue The Loading Bay.

By leveraging the strength and expertise of each partner organisation, ng homes’ inclusive ‘pathway’ supports tenants and the local community through the various stages of cycle involvement. Since the project launched, ng homes have accessed over £250,000 from awards, working with partners to increase opportunities and access within their communities. This innovative, wrap-around approach to Active Travel means that tenants can join the ‘pathway’ at any point/age and experience the benefits of sustainable travel, thereby providing opportunities for improved wellbeing while reducing travel poverty amongst hard to reach and disadvantaged community groups.

Cycling Scotland expressed support, saying:

• “ng homes’ partnership work has yielded substantial benefits for tenants in Springburn and Possilpark [… and …] has been instrumental in delivering projects that provide tenants with access to bikes”.

Outcomes and achievements

Highly commended, Scottish Transport Awards 2024 (Excellence in Walking, Public Realm and Cycling) with activities delivered including:

• Installation of 30 secure cycle storage units, providing 150 spaces; over 3,000 households benefit from safe and secure bicycle storage
• More than 150 bikes, refurbished by ng homes and partners HMP Barlinnie and On Bikes, have been distributed free of charge across the community through referrals and requests from local organisations including North Glasgow Integration Network, Springburn Unity Network, Elmvale Primary School and ng homes’ housing officers
• 40 ‘Dr Bike’ maintenance sessions at satellite sites and the Active Travel Hub. These sessions, supported by ‘On Bikes’ were hugely successful (over 200 bikes serviced)
• Community engagement:
  • Weekly led rides providing a focus on confident cycling for vulnerable groups (six rides with 48 attendances)
  • Weekly BMX sessions offered in partnership with Scottish Cycling. 41 sessions for three target groups (Chinese, African and Ukrainian) totalling 286 attendances
  • Pilot sessions for children aged 3-10 (new to cycling or lacking in confidence) delivered by qualified instructors using balance bikes teaching. Supported by Glasgow Life and the GoCycle fund, the sessions have been full, with over 120 attendees and 30 per cent gaining competencies.

• Project name: Youth Housing Champions
• Lead organisation: North Lanarkshire Council
• Partner organisations: NLC Social Work, Bernardos, DWP, NLC Rev&Ben

Statement of support

The Care Experienced Young Persons (CEYP) Operations Group is a network of staff from across frontline services in North Lanarkshire who meet to look at the operational themes that arise for CEYP in the transition from care. It is a response to The Promise calling for care experienced people to have a right to access supportive, caring services for as long as they require them and, critically, for those young people returning for support. A key remit is to network across services and raise awareness of, and resolve, issues that impact on care leavers.

One of the most important areas of transition for care leavers is finding and sustaining suitable housing. The Housing Operations Group is a sub-group and provides effective support, utilising the resources of all partners (including care leavers) to provide a more co-ordinated approach to ensure our young people obtain the most appropriate housing option, with the required tailored support to enable the best possible chances for tenancy sustainment and wider life outcomes.

To do this, we have an established ‘Youth Housing Champion’ in each of our four housing localities. This officer is the person who manages CEYP applications from start to finish, meeting with the care leaver at the start of the process and carrying out Housing Options interviews. These champions represent the housing service at the CEYP Operations Group. Also in attendance is a housing service manager from central operations who will oversee the progress of all CEYP applicants to ensure consistency, timescales are met and to oversee any disputes. This involvement also continues after the care leaver is housed – they are the link person for any housing issues.

Before the champions were in place, there was a high level of CEYP who did not sustain their first (of future) tenancies, placing them in the revolving door of homelessness. Since then, sustainability levels have increased. Centrally, we track all CEYP before and after they are housed. A marker is also attached to their record on our housing management system, and the champion is alerted to any issues, and their role is to take special measures and involve other services, to ensure that the tenancy doesn’t end (if this is the correct option for the young person). 

Staff commitment and buy-in was evident from the start. It did take time for culture amongst teams to change but this was supported by other aspects of linked work – such as the Barnardo’s/housing service workforce development programme, which seconded a housing staff member to Barnardo’s to further understand the barriers and challenges that young people face, whilst gaining valuable skills and experience in providing one to one support to young people. 

THE CEYP Operations Group is successful because collaboration is at its core. Housing services and social work services work in partnership to ensure homelessness is prevented for care experienced young people, and that a pathway plan is in place, with planning taking place at the earliest stage possible with the young person at the heart of their plan. The champions and this joined working has helped embed a shared culture of improved understanding of the challenges and barriers that these young people face in relation to housing and housing related support. With key responsibility for developing improved understanding of children and young people’s needs in housing teams and how housing can meet needs, they play a crucial role in improving the quality of planning and support for children and young people across North Lanarkshire.

Outcomes and achievements

So far, approximately 50 CEYP each year are being housed permanently through this project. For 23/24 there has been a sustainability level of 90 per cent for care leaver tenancies. This sustainability level is continuing for the tenancies starting this year. Other outcomes are:

• Improved networking across the whole partnership which supports the services available to young people
• Include the views of care experienced young people to inform the actions of the group
• Seek to establish the foundations and promote the early preparation to support a smooth transition out of care through co-ordinated support
• Consider the housing needs of care leavers and resolve operational challenges and barriers to reduce homelessness and support care leavers establish a stable home
• Ensure CEYP income is maximised, they access their right entitlement to benefits and financial support and receive budgeting support
• Promote the physical and mental health and wellbeing of CEYP and provide support for accessing education, training and employment
• Raise awareness of supports and services to reduce social isolation
• Identify a plan of priority actions with measurable and achievable outcomes for the group that is in line with and supports the implementation of the NL Promise and Me Partnership Plan.

• Project name: NETRALT and NTP Working in Partnership
• Lead organisation: North East Tenants, Residents and Landlords Together (NETRALT)
• Partner organisation: Northern Tenants Partnership (NTP)

Statement of support

North East Tenants, Residents, and Landlords Together (NETRALT) is a group dedicated to supporting tenant engagement. By promoting strong partnerships and championing best practices, NETRALT's initiatives ensure tenants have meaningful opportunities to shape the services that impact their lives.

NETRALT itself is an example of partnership working. Members include tenants, residents and staff from Aberdeen City Council, Aberdeenshire Council, Moray Council, Castlehill Housing Association, Grampian Housing Association, Langstane Housing Association and Osprey Housing. Together, these organisations cover a significant group of social housing in the North East of Scotland, reflecting a broad geographical reach and a diverse tenant base.

In response to the challenges posed post-lockdown, where traditional in-person study visits became impractical due to travel reluctance and budget constraints, NETRALT innovated by hosting a virtual gathering in collaboration with the newly established Northern Tenants Partnership (NTP) who cover the Highlands and Islands.

The event theme was 'Working in Partnership', and brought together tenants, residents, community groups, and staff in a new format that removed barriers and encouraged participation.

The aim was to work together to make this learning event accessible to more tenants and residents than an in-person study visit. Geographic barriers were removed by making the event online. Tenants participated from the comfort of their own homes, eliminating the need for travel time and logistics. It was also beneficial for landlords because there was no expenditure for venue hire, catering, transport, childcare or accommodation; this event cost nothing to host and cost nothing to attend.

The virtual gathering was a testament to the power of collaboration, featuring a series of engaging presentations, videos, and discussions that highlighted good practices in tenant and community involvement. The event was meticulously planned and executed by tenants themselves, with a tenant providing the technical expertise to ensure the event's success.

The spirit of partnership echoed throughout the event, with tenants and staff both contributing to its success. A tenant created a bespoke website including helpful hints on how to get the most out of using Zoom and Slido. Recordings from the live event were available for on-demand viewing so people could access content at their own convenience. Staff were able to play these at local in-person events for those who could not access the event at home.

The programme included something for everyone, including topics like “Why join a tenants’ group,” youth engagement, participatory budgeting, community initiatives like “Bite and Blether”, the Food Forest, NETRALT’s successes and the regional networks (now Tenants Together). George Walker (Scottish Housing Regulator) also joined to start off the event with a keynote speech on working in partnership.

• “We were thrilled to partner with Northern Tenants Partnership to share the amazing work taking place in our communities. This event provided a unique opportunity for tenants to inspire one another, furthering our aims of sharing good practice, creating a valuable support network, and promoting tenant engagement far and wide." Catherine Coutts, tenant participation officer, Castlehill Housing Association

• “Friday's event really highlighted what can be achieved when we pool our resources and work collaboratively. It was inspiring to hear about the great work happening all across our region and come away with lots of ideas for future partnership projects." Suzy Boardman, principal tenant and customer engagement officer, Highland Council

Outcomes and achievements

Teaming up with NTP exemplified successful partnership working and gave an opportunity for tenants from different regions to connect.

With NETRALT covering Aberdeen, Aberdeenshire, and Moray, and NTP spanning the Highlands and Islands, the collaboration gave insights from different tenants, community groups and landlords.

Removing geographic constraints opened it up to more tenants than traditional study visits, with 40 people registering.

Plans are in place for a second virtual gathering in September 2024, which aims to attract a wider audience.

The collaboration led to three tenants being featured on a radio show about positive outcomes of working in partnership.

A newcomer to tenant participation won the quiz.

Feedback from the post-event survey included:

• "I found it very friendly and informative"
• "Learned lots of what goes on and works in other areas and how things were set up and pros and cons of ideas"
• "As a newcomer, I enjoyed hearing different approaches to tenant participation, and how some of the partnerships have worked well"
• "I liked the variety of topics covered and hearing from different tenants and landlords. I thought the event was very well done".

100 per cent of respondents said they would choose to attend another NETRALT/NTP collaboration.

• Project name: Working in Partnership to Include Service User Feedback - Wallace Court
• Lead organisation: East Ayrshire Council

Statement of support

Wallace Court in Mauchline is an assisted living housing model that forms part of an ongoing programme to deliver both general and particular needs council homes in communities across East Ayrshire. The development supports the council’s strategic priorities identified in the Local Housing Strategy, the Health and Social Care Partnership Strategic Plan and assists in realising wider corporate objectives set out in the Community Plan working collaboratively with the Scottish government, the Health and Social Care Partnership and the council’s developer partner, CCG (Scotland) Ltd.

The programme is overseen by the council’s innovative Future Homes Project Board, a cross-service and agency group that is informed by the East Ayrshire Housing Asset Management Framework. The framework provides a strategic approach to managing property assets to ensure council housing stock meets the present and future needs of tenants, the long-term sustainability of tenancies is improved and best use is made of resources.

Wallace Court completed in November 2023 and offers support to adults with a range of disabilities to promote independent living through successful moves from care settings to each resident’s own home, in this instance, delivering 13 one bedroom flats, three accessible bungalows and a care provider’s base.

The model allows for shared support packages to serve residents who would potentially otherwise require a 24-hour service in their own homes, thereby resulting in a substantial saving relative to the ongoing cost incurred where residents remain living in a hospital setting or with elderly parents. The model has been developed by the council working cooperatively with the Health and Social Care Partnership and resulted from a redesign to develop a more financially viable and better quality of life housing option for service users who require 24-hour support.

The build benefits from on-site support and provides a mix of wheelchair accessible and general needs accommodation in a homely setting, with wet rooms, rise and fall kitchen worktops in the wheelchair accessible properties, assistive technologies, a safe enclosed garden area for the residents’ private use and a lift to promote access and a sense of community. This delivery has been replicated across East Ayrshire given the benefits derived from the model both for residents and in the efficient delivery of high quality care, demonstrating the inclusive and replicable nature of this model, promoting wellbeing and supporting continuous improvement in build and care standards for service users.

Mindful the development in Mauchline would be joining the existing community, an online consultation exercise was carried out to engage with residents, community groups and elected members, with the council’s Vibrant Communities sharing information locally. This approach offers consistency and has created a template for effective engagement.

In parallel, post-completion feedback was obtained by the Health and Social Care Partnership from residents and the care provider at a previously completed assisted living development to inform the delivery of this housing model. As a result of engaging directly with service users through person-centred planning for redesign and the creation of new technology-enabled responder services, a number of people have been supported to live more independently in a homely setting.  

The development therefore delivers a model that celebrates diversity and supports residents to flourish; offering flexible person-centred solutions and independent living for East Ayrshire’s service users, placing people at the heart of service design and delivery.

Outcomes and achievements

Having previously undertaken post-completion evaluations, health and wellbeing impacts have been reported by residents, commenting they have more independence and can make their own choices whilst feeling safe as there is someone on hand to provide support. Residents feel healthier, there are more opportunities to socialise and they like going out to the garden for company.

At Wallace Court, feedback includes:

• "The transition to independent living for the tenant has been enormous and alleviated a number of anxieties for both the tenant and family carers. The impact on the family dynamics are now able to revert back to family time rather than support providers. The tenant says 'I love my flat and I love my decoration. I can do what I want when I want now'."

In terms of the construction, CCG specialises in offsite manufacture. The build is the partners’ first assisted living development delivered to net zero standards in support of the Scottish government’s Housing to 2040 aim for housing to contribute to tackling climate change by 2045.

The new homes are complemented by the provision of community benefits and include a donation of £4,000 and skills-based knowledge sharing, adopting a place-based, sustained approach to town centre regeneration.

• Project name: Transforming Govan - A Housing Market Analysis
• Lead organisation: Elderpark Housing
• Partner organisations: Glasgow City Council, Govan Housing Association, Linthouse Housing Association and the University of Glasgow

Statement of support

‘Transforming Govan’ is a unique partnership between three community-controlled housing associations, Elder Park, Linthouse and Govan, together with the University of Glasgow and Glasgow City Council. It arose because each partner, as key local stakeholders, felt that Govan is at a tipping point, where its historical significance, economic potential, and infrastructural developments could potentially revitalise the area. We have a common desire to develop a robust, shared understanding of Govan's overall current and future housing needs and demand so that we can guide future investment and development together.

We commissioned the UK Collaborative Centre for Housing Evidence (CaCHE) to undertake a study. Our primary objective was to evaluate overall housing needs and demand in Govan, applying the principles of Local Housing Systems Analysis (LHSA). The origins of LHSA are in the statutory evidence base for local housing strategies in Scotland. The approach draws on a common organising framework, working with the best available data, expertise and judgement to assess housing systems functions and where imbalances require interventions.

Govan experienced mass de-population but remains a major locus of employment in the city region, including Queen Elizabeth University Hospital, BAE Systems, as well as light industrial and other smaller enterprises. There are many developable sites with potential for residential construction. The new Govan Partick Bridge opened in September 2024. The crossing enhances connectivity, linking Govan and Glasgow’s west end, including the University and Glasgow Riverside Innovation District (GRID).

‘Transforming Govan’ is a collaborative project. Partners’ aims and objectives were integrated seamlessly into the study. As local housing associations, we sought both to meet the needs of our communities as well as working together to adapt to future growth and changes. The council wanted to test how a LHSA approach works at this scale to inform wider strategic planning across the city; and the University of Glasgow wanted to understand how housing dynamics fit with wider innovation and connectivity goals, including the GRID.

The project was guided by a partnership steering group involving all funders. CACHE undertook a comprehensive scoping exercise, including a data audit to benchmark Govan's housing indicators against other parts of Glasgow. The was integrated with stakeholder interviews providing local expertise and insights into the local housing market system and its challenges. The housing associations played a crucial role in providing data on social housing need and demand, while CaCHE contributed academic expertise and strategic insights, particularly in relation to how Govan’s housing could support the city’s wider economic and innovation goals. A final report was prepared in August 2024. 

The study has significantly enhanced our understanding of housing needs and market dynamics in Govan. It affirms thinking about the importance of our existing housing assets and investment plans to safeguard the future as well as considering our area strengths, housing values and dynamics with significant potential for future growth. By identifying opportunities for new housing, especially for first-time buyers, mid-market renters, and students, the study supports the creation of a more diverse and vibrant community in Govan. The emphasis on improving local amenities, connectivity, and employment opportunities through strategic development could also lead to enhanced social cohesion and reduced deprivation in the area. Alongside these system insights, the land audit mapping enables the local housing associations, city council, and university, to view development opportunities not only on a project basis but balanced across Govan and consider how we can balance investment in new and existing housing to support first-time buyers, mid-market renters, and students, as part of ‘Transforming Govan.’  We are at a pivotal moment.  The ‘Transforming Govan’ partnership project lays the foundations for shaping Govan’s future together.

Outcomes and achievements

The ‘Transforming Govan’ project provided strategic insights underpinned by a coherent and robust data-driven framework which applies a LHSA approach. The following key findings provide the basis for future collaboration and integrated, place-based, housing-led investment and regeneration:     

• Despite significant depopulation, Govan retains a tight housing market with lower vacancy rates compared to the city average
• The core stock of the CCHA is vital for meeting current and future housing needs and requires coordinated investment to safeguard
• There is a strong latent demand for housing across all tenures and an attraction for new households, including students and potential first time buyers, which could form a vital component of future growth and regeneration
• Govan has significant opportunities for development, including several major sites such as the Transformational Regeneration Area (TRA) in Ibrox/East Govan, as well as vacant and derelict land that could be repurposed
• The new bridge linking Govan and Partick, and the role of the GRID in driving economic growth are critical factors making Govan a more attractive place to live, stimulating future growth potential
• The study provides a template which can be reproduced for other areas to support strategic planning for meeting Glasgow’s wider housing needs and demand.

• Project name: Rising Community Voices
• Lead organisation: Fife Housing Group
• Partner organisations: Lumphinnans Primary School, Kingdom Housing, Ore Valley, Glen Housing and Fife Council

Statement of support

Fife Housing Group's 'Rising Community Voices' project is a collaborative initiative with Kingdom Housing, Ore Valley, Glen Housing and Fife Council.

Working with local primary schools, this project aimed to strengthen community ties by engaging with young people and helping them understand and actively participate in their local community. 

Innovative ways of working

The project’s innovation stems from its flexibility which centres around creating a program that can be adapted to meet the specific needs of individual schools, serving as a model for future collaborations. Focusing on primary school children aged nine to 12 made the project more manageable and impactful, providing the opportunity to engage with children at a stage where they are highly impressionable and eager to learn.

By offering a flexible program tailored to the needs of each school, the project supported positive learning and development for students. Designed to be child-led, pupils were encouraged to make key decisions and take ownership of the full process. In the case of Fife Housing Group, this included working with the children of Lumphinnans Primary School to plan and deliver a "BIG Thank You" event to express their gratitude to important community members with an afternoon tea. This hands-on approach ensured that the project was both educational and engaging, giving the children a real sense of responsibility and accomplishment.

Improving service delivery through partnership

The success of 'Rising Community Voices' was built on the strength of our partnerships. Each housing association brought unique strengths and resources, enabling us to deliver a more comprehensive and effective project. The collaboration allowed us to pool our knowledge and resources, improving the quality of the service we provided and ensuring that the project met the specific needs of each community.

By providing each school with a budget of £250, we empowered them to tailor the project to their specific circumstances. At Lumphinnans Primary School, the focus was on addressing their 'Forgotten Village' status by strengthening community ties. The school’s leadership was keen to use the project to create lasting links, and their enthusiasm was crucial to the project’s success. The partnership with the school was not just about delivering a project, it was about building a sustainable model for ongoing community engagement.

Additionally, the partnerships developed with the primary schools provide a platform to promote the services we provide to parents who may also be tenants, allowing us to connect families with any support they may need.

Best practice and community wellbeing

'Rising Community Voices' demonstrates best practice in community engagement by involving children in every step of the project and empowering them to take an active role in their community. The project’s inclusive approach ensured that all children, regardless of their background or abilities, could participate fully. This inclusivity was key to the project’s success, as it created a sense of belonging and ownership among the children.

The impact of the project on community wellbeing in Lumphinnans was evident through the "BIG Thank You" event, which brought together various members of the community, fostering a sense of unity and mutual respect. The event was well-received, with attendees expressing appreciation for the children's efforts, while the children themselves enjoyed the process and were proud of their contributions.

By focusing on young people and leveraging partnerships across sectors, we believe that Fife Housing Group and its partners have not only improved service delivery and community wellbeing but also created an innovative and replicable model for successful community engagement.

Outcomes and achievements

The 'Rising Community Voices' project has achieved several key outcomes, including:

• Enhanced community engagement. The project successfully engaged young people in understanding and contributing to their community, fostering a sense of belonging and responsibility
• Stronger relationships with schools. The project successfully established stronger relationships between social housing providers and the participating primary schools. These partnerships have laid a solid foundation for future collaborative efforts, showing that schools are valuable partners in community development initiatives
• Development of cross-generational relationships. The initiative also promoted the development of cross-generational relationships, with older community members engaging with pupils. This interaction helped bridge generational gaps and reinforced community bonds
• Replicability and future impact. There is potential for the project to be continued and scaled across other communities in Fife. In Lumphinnans, a portion of the budget with was also invested in equipment for the school’s community kitchen, ensuring the benefits of the project continue long after its conclusion
• Best practice demonstration. The project exemplified best practices in youth engagement, community collaboration and adaptive project management, setting a standard for similar initiatives within the sector.

• Project name: Fife Council Short-term Let Licensing – A Partnership Approach
• Lead organisation: Fife Council 

Statement of support

New legislation placed a duty on councils to develop a Short-term Let (STL) Licensing Scheme by Oct 2022. It was unknown the volume of licences the council would receive and the resource requirements to manage the scheme. 

Fife Council received 1,836 applications prior to the transitional deadline of 1 October 2023, with around 1,000 received in September 2023. From 1 October 2023, a further 264 applications were received, and there are requirements to determine different licence types within statutory timescales. 

In June 2024, parliament passed the Civic Government (Scotland) Act 1982 (Licensing of Short-term Lets) Amendment Order 2024, placing a duty on councils to review policy and procedures and apply relevant legislative changes.

The council put in place a strategic partnership group with the required expertise to implement and manage the scheme to meet the requirements of the new legislation. This included the development of a policy, setting licence fees, implementing a management system, determining the inspection regime, implementing adequate resources requirements, and delivering a communication strategy to reach customers.

Partners include Fife Council housing, legal, planning, protective services and Fife Tourism Partnership. The working group, collaborates closely with external partners for best practice, including Scottish government, Scotland’s Housing Network (SHN) and Society of Local Authority Lawyers and Administrators in Scotland (SOLAR). 

The partnership group links with members of the Fife Tourism Partnership to implement a communications approach to ensure updates for potential hosts and operators are provided to support applicants and ensure compliance with legislative requirements. 

Within Fife Council, it was the role of housing service private sector team to lead and deliver on roll out of the STL Licencing Scheme.  The “one team” partnership approach has enabled this to be achieved successfully.  Examples of partnership in practice include working with legal services to ensure a policy that was robust and met the requirements of the new legislation and assisted to successfully deliver a temporary exemption scheme in response to a national event in Fife in August 24. In addition, it helped to support ongoing customer enquiries with a FAQs document shared through social media and through the Fife Tourism Partnership. 

Working in partnership with planning provides support with customer enquiries and a joint data led review to shape Fife council's recommendations regarding the new legislation around ‘Control Areas’. Planning colleagues supported partnership led elected member workshops and webinar sessions with prospective STL applicants. 

The involvement of the Fife Tourism Partnership is key to the communication and engagement strategy, with a direct link to customers to facilitate webinar sessions, share publicity material and report back on any of the concerns raised by host and operators. This informs the communication strategy, helps shape services, and information and guidance shared through social media and available online.

Protective Services conduct a 10 per cent risk-based inspection to determine the STL premises meet required standards before a licence can be issued, with the remainder being subject to a desk-top inspection to ensure compliance of all relevant safety certificates. The joint working arrangements in place allows customer service to be prioritised and delays minimised.    

The short-term let licensing team within the private sector team, housing services are a dedicated team focusing on providing excellent customer service. An example is that in the run up to the statutory deadline for existing operators to apply the team were available until midnight on 30 September 2023 responding to customer enquiries.  Private sector team members working in other functional areas familiar with licencing schemes are working flexibly to ensure the council can issue licences within the timescales and provide an excellent customer service.

Outcomes and achievements

The partnership approach ensures the successful delivery of the STL Scheme in meeting the needs of customers. Service priorities are delivered and managed effectively including ensuring communication and customer engagement, planning, compliance, legal requirements, and the application and determination process. Achievements include:

• 2,048 applications processed
• 1,196 licences issued
• 10 per cent property inspection target achieved
• 24 Housing Decision Panels have been held
• Temp exception applications for Women’s Golf Open opened up, all applications determined 
• STL Licensing workshop with elected members
• STL Control Area workshops with elected members
• Webinar Sessions with STL hosts and operators
• Best Practice events with SOLAR, SHN and Scottish government.

Customer quote:

• “The initial thought of an application process for short-term letting our 130+ managed properties was a daunting one, 'drowning in paperwork' coming to mind. Fife Council has been extremely supportive in their quest to process the applications despite the extra pressure on their systems and staff. I can only recommend applying as soon as possible to give your business plenty of time to adjust to the new Scottish government requirements”.

• Project name: Prevention and solutions approach
• Lead organisation: Wheatley Group

Statement of support

Our Community Improvement Partnership (CIP) – a unique partnership between Police Scotland and Wheatley Group – was established to tackle anti-social behaviour and tenant vulnerability within our communities. The teams are co-located and work collaboratively across all neighbourhoods within our stock footprint, which covers 19 local authority areas within Scotland. 

In November 2023, we changed our operating model within the CIP to focus on prevention and early intervention of anti-social behaviour and tackling the root cause. We recognised that cases of anti-social behaviour have changed over time and there are clear contributory factors prevalent within peoples’ lives including mental health issues (sometimes complex), addiction issues, behavioural/personality disorders and poverty. Our approach is person-centred and looks to bring together all the information available as to why the person could be involved in anti-social behaviour, to allow for a more tailored and personalised approach towards assessing and addressing this.

The ethos at the centre of the approach is using early intervention to change an individual’s behaviour to prevent any escalation and/or repeat incidents of anti-social behaviour. It focuses on where there have been repeat incidents reported to Police Scotland and Wheatley and the data is overlayed to explore which individuals have been involved.

The approach taken mirrors the model of policing within Scotland, which is a public health approach, where it focuses on proactive, preventative activity to address underlying risk and causal factors, as opposed to solely focussing on enforcement. Our partnership approach allows us to understand who within our communities are causing the anti-social behaviour, which in turn allows us a better understanding of any identified vulnerabilities and support needs to help address the behaviour. 

Once the individuals have been identified, a joint visit will take place by an ASBIP and designated police officer. At this meeting, the objective is to gain a greater understanding around the reasons for the behaviour and arranging for the appropriate support to go into the household. Enforcement action is taken when necessary, but we seek to work with people to resolve the root cause contributing to anti-social behaviour. Attending the visit jointly lets the customer and household see that both organisations are tackling the issues collaboratively and not in isolation and demonstrates that we share information to support this approach. This can have the desired effect around deterrence from further activity, where at the visit both officers explain potential consequences if the behaviour and conduct continue.

We have developed a robust complex case process for dealing with the highest-level cases, where there is multi agency involvement including housing, care, police, social work and health services. This process was established as the CIP identified that these types of cases require an additional level of oversight and scrutiny to ensure agency accountability around action is taken. These cases are dealt with by senior members of the partnership owing to the complexity and risk level involved. These individuals have extensive vulnerability and trauma experience and require the highest level of involvement to manage the risk and achieve the best and safest outcomes for the individuals involved and the surrounding community.

Using collaborative data intelligence in an innovative way has garnered tangible results in the reduction of repeat cases of anti-social behaviour to help create thriving neighbourhoods where our customers are proud to live. This partnership is well recognised within the community safety sector, and we are often approached to share best practice to support our peers' approach towards tackling anti-social behaviour within their own communities.

Outcomes and achievements

Our customer and partner testimonies highlight the success of this approach:

• "Everything is a lot better now [my neighbour] is keeping to the rules also leaving me alone which I am so, so happy about I am feeling more relaxed."
• "Without help from your team I think the situation would be a lot worse. Thanks to the dogged determination in letting this neighbour know his behaviour wouldn't be tolerated, I have a quieter life."
• "It finally feels like we may be close to a resolution which ensures the safety of my family and the other residents in this area, and that is in no small part thanks to the dedicated police/housing team."

The results we have achieved have been exceptional around reducing the incidence of repeat anti-social behaviour within our communities following a prevention and solutions visit. Since inception of our new model, our police data shows we have taken action at 403 addresses and 41 per cent of these addresses have had no further antisocial behaviour following the intervention, which has been sustained for a period of six months since the intervention.

• Project name: Castlemilk Housing and Human Rights Lived Experience Group
• Lead organisation: Ardenglen Housing Association
• Partner organisations: Craigdale Housing Association, Cassiltoun Housing Association and North View Housing Association

Statement of support

International Human Rights law states that everyone has the right to good quality, affordable housing. The Castlemilk Housing and Human Rights Lived Experience Group was set up to ensure that local people understand this and what it means within their everyday lives.

Formed in December 2023, the group is made up of board members from Ardenglen Housing Association, Craigdale Housing Association, Cassiltoun Housing Association and North View Housing Association, all in the Castlemilk area of Glasgow.

All four associations have a shared belief that housing is a central human right and a gateway to the enjoyment of all other human rights such as wellbeing, good physical and mental health, higher educational attainment, access to and sustaining employment and fulfilling potential through career progression.

The work of the group is focused on:

• Closing the gap between policy and practice
• Unlocking the power of people, communities and organisations to name and claim their rights and hold authorities to account
• Awareness raising, advocacy and campaigning.

Housing was recognised as part of the right to an adequate standard of living in article 25 of the 1948 Universal Declaration of Human Rights. Article 8 of the ECHR recognises the right to respect for “home” and “family life”.

The Scottish Housing Regulator requires social landlords to provide annual assurance and evidence that equality and human rights issues are considered properly when making decisions, the group is taking this to the next level.

The group is proactively developing human rights focus locally and beyond housing as they are aware that human rights impact on all the challenges which people in Castlemilk face.

The group is focused on simplifying the way people view human rights and wants to reinforce that rights are not abstract, they apply to local people’s everyday lives and the group wants to enable people to use their voice to take control of these rights.

The group has been reinforcing with local people that they have the right to challenge authorities if they are not provided with a certain level of fundamental rights such as:

• The right to a well-maintained home to avoid aggravation of health conditions along with accessible properties for people with impairments
• The right to live in a community that is safe and secure
• The right to live in a community free from discrimination.

Castlemilk is a neighbourhood in the south of Glasgow with a population of 14,102 and celebrates its 70th anniversary in 2024. The estimates of both male and female life expectancy in Castlemilk are below the Glasgow average. Single parent households make up 54 per cent of all households with dependent children and a high proportion of people claiming out of work benefits (37 per cent) compared to the Glasgow average. A low proportion of the adults in the area have qualifications at ‘higher’ level or above (26 per cent).

Using their own experiences from decades of activism, members of the group are working together to deploy resources on a scale greater than their individual parts to address these issues.

The group had a chance to highlight the importance of housing as a human right when they met Housing Minister Paul McLennan as part of the consultation for the Scottish government’s Human Rights Bill promised for 2024.

The group has met seven times over the last nine months and is keen to get other housing associations involved. It has now agreed to build a network of human rights groups with other associations to try and implement existing human rights more directly within their own communities.

Outcomes and achievements

Made significant progress in building knowledge and capacity on claiming human rights including that good quality affordable housing is a fundamental human right.

A key issue in Castlemilk is the persistent lack of access to a supermarket and to nutritious, affordable fresh food.

In 2024, the group was instrumental in exposing the lack of progress despite a 2022 public promise, underpinned by public money, that Castlemilk would eventually get a supermarket securing a BBC report plus online and social media coverage.

A Human Rights Handbook has been produced, the 40-page easy-to-read handbook enshrines all four organisations’ commitment to human rights and explains how it is relevant to housing. A second edition is already underway as every copy was taken.

The group has engaged with local schools to produce a logo celebrating the 70th anniversary of Castlemilk and to promote safe, good quality, affordable housing as a human right.

The group is also compiling a series of case studies to translate human rights into the everyday. They will help demonstrate how a human rights-based approach to housing is about residents taking control and giving them the power to ask questions about decisions that impact on their lives.

• Project name: Equality in Education
• Lead organisation: Fyne Homes Ltd
• Partner organisations: Rothesay Joint Campus, Campbeltown Grammar School, Dunoon Grammar School, Lochgilphead High School and Tarbert Academy

Statement of support

During Fyne Homes partnership working with schools in Argyll and Bute through the Developing Young Workforce program, which gives pupils the opportunity to experience working within an office environment, take part in completing mock applications and interviews, it was discovered that many families were struggling with buying appropriate school uniform for their children, especially during the cost of living crisis.

Previously Rothesay Joint Campus had an open day for pupils to swap uniform items that they no longer required, however feedback highlighted that pupils weren’t engaging in the initiative, despite being in need of uniform, because they didn’t have items to “swap”, this in turn contributed to them being absent from school.

Rothesay Joint Campus decided that in 2024,the initiative would change names from a “swap shop” to a "clothing shop". Families and pupils would be able to access any school uniform items they require including shoes, bags, health care items, ties etc. at no cost to them.

Fyne Homes was delighted to offer its boardroom to host the program every Monday and Friday throughout the school’s summer holidays. The shop was run by parent volunteers and school staff.

Fyne Homes offered the main office in Rothesay as a drop off point for donations, where these would then be passed onto the volunteers running the shop and be sorted into age groups, covering Primary 1 all the way through to Secondary 6th year.

Inclusion and equality are part of Fyne Homes’ core values, and we were delighted to partner with Rothesay Joint Campus to support delivering this to not only our tenants but the wider community. The School Clothing Shop was promoted via Fyne Homes' website, newsletter and social media channels and a promotional feather flag was purchased through Fyne Homes Tenant Participation to be displayed outside the boardroom when the shop was open.

Following the success of the Clothing Shop it will return in summer 2025 alongside a Christmas Dance and Christmas Jumper Shop in December with Fyne Homes supporting all these fantastic initiatives. The Christmas Dance and Jumper Shop aims to encourage donations of dance outfits and Christmas jumpers for pupils and families in need for the festive period. This is a fantastic way not only to promote sustainability by recycling but to ensure that all pupils are able to participate and help ease the financial burden on families especially over the festive period.

Through our partnership working it became apparent that a lack of school uniform was not the only contributing factor to pupils feeling excluded and disadvantaged , not having a basic pen or pencil was enough to discourage some pupils attending school, being able to study or complete homework.

This was something Fyne Homes felt strongly about and were keen to assist, discussions took place and it was decided that Tenant Participation would take forward an initiative to work with every secondary school which Fyne Homes operates in Bute, Cowal, Kintyre, Mid-Argyll and Gigha, to provide every first year secondary pupil starting school in August with a stationary set, comprising of a pen, pencil, ruler, eraser and sharpener to ensure that all pupils were starting their secondary school journey on equal footing. This initiative will assist over 420 pupils in Argyll and Bute and will hopefully help them to believe, achieve and succeed. The initiative will also assist those sitting exams who may not have the means to participate by supplying items such as calculators, rulers, pens etc.

It is important that rural and island communities work together, and Fyne Homes is proud to work with schools and the wider community.

Outcomes and achievements

In the future these young people could potentially be tenants, staff or indeed committee members and we hope to have had a positive impact on them.

Lynnsay Templeton, of Rothesay Joint Campus said:

• “In total we helped just over 40 families/carers which represents 71 pupils.  Fantastic!  Thanks so much again for your support.”

The stationery sets will assist over 420 pupils in Argyll and Bute make an equal start to their school year and will hopefully help them to believe, achieve and succeed.

David Mitchell, head teacher at Dunoon Grammar School said:

• “I just want to thank you so much for your kind donation. We issued them to the new S1 pupils this morning. I am sure the stationary sets will be well used.”

The items for exams has commenced in secondary schools in Argyll and Bute and will hopefully ensure that all pupils are able to participate in exams.

The journey for every pupil is different and can be daunting, however, by working with schools on these initiatives assisting them prepare for interviews or simply donating a pen or pencil it is hoped that Fyne Homes helped them on their journey through Equality in Education.

• Project name: Find My Home
• Lead organisation: Maryhill Housing
• Partner organisation: Queens Cross Housing Association

Statement of support

Two community-based housing providers in the north west of Glasgow have teamed up on a joint choice-based lettings system that allows those looking for a home in the Maryhill, Ruchill and Queens Cross areas to ‘bid’ directly on a property that meets their needs, wherever they are and at a time that works for them.

In June 2024, Maryhill Housing Association (MHA) joined up with Queens Cross Housing Association (QCHA) on the Find My Home system. With a single application, those in need of housing will be able to find a home almost anywhere in the wider Maryhill area, from Maryhill Park right through to the city centre at Cowcaddens.

The online Find My Home service was originally launched by QCHA in 2021 and has made the process of applying for a home considerably more convenient for their applicants and existing tenants looking to move to another property.

Following customer consultation by MHA in late 2023, respondents comprised of the association’s current tenants and applicants voted overwhelmingly (90 per cent) in favour of both adopting an online choice-based lettings system and joining up with their neighbour QCHA on Find My Home.

Many of those looking for housing in the area were already separately registered with both associations. In an increasingly digital world, both MHA and QCHA were aware of the need to offer a faster, easier and more accessible platform for applying for housing in their areas of operation. At the same time, the awareness that this new system may not be easier for everyone was always kept in mind – staff at both associations are always on hand to assist applicants in person or over the phone, should they require it.

Find My Home can be accessed on a PC, laptop, tablet or smartphone, and can be used over Wi-Fi or mobile data, meaning that the right home is only ever a click of a button away, no matter where the applicant is at that point in time.

With almost 60 housing associations in Glasgow and an ever-increasing demand for housing in the city, Find My Home is a much-needed step towards making the whole application process a bit smoother and offers more choice for everyone.

Not only is the application process simpler, the number of properties available to those seeking a home in the area is far greater than before as housing stock from both providers is listed online and available to anyone with an account who meets the criteria. A key advantage is that applicants are able to view photos of the property and instantly access details of its location, type, size and features before deciding to place their bid. There is also no limit to the number of properties that applicants can bid for each week.

The key advantages of Find My Home are:

• More choice – applicants and those looking for a housing transfer can choose which properties they wish to apply for
• More control over the application – customers can apply online and then view and make changes to their application at any time
• Greater transparency – the ability for an applicant to see what properties are available and the chances of them being offered each property
• Flexibility – supporting information can be uploaded online to an application and there is no requirement to send in this information or bring it into an office.

By working in partnership, QCHA and MHA have delivered a convenient, easy to use online system that allows home seekers to complete a single application form to be registered with two separate housing providers and giving them access to a greater choice of housing in the area.

Outcomes and achievements

The Find My Home project has resulted in considerable positive change for both Maryhill and Queens Cross Housing Associations. Since joining Queens Cross on the platform in June, MHA has seen an almost overnight change in its void turnaround times, with high demand from those seeking housing in the area being able to find somewhere at the click of a button. Not only does this help the association to let vacant properties more quickly than ever before, but it also allows it to match the right people to the right homes.

Joint benefits for both associations of Find My Home include the simplification of the transfer process. One system means that a Maryhill Housing tenant can switch to property owned by Queens Cross more suited to their needs, or vice versa. Teaming up on this new allocation system has also strengthened the working relationship between the two main housing providers in the Maryhill area while streamlining communications with applicants and improving the overall customer journey.

• Project name: Barrack Street - Ukranian Support
• Lead organisation: South Lanarkshire Council

Statement of support

The invasion of Ukraine brought over 1,000 individuals and families to South Lanarkshire as part of the wider visa programme for those seeking refuge and it was quickly acknowledged that a range of accommodation options would be required to meet their needs. 

Accommodation was prioritised across Scotland and Welcome Hotel spaces were procured by the Scottish government as an interim measure to provide support to Ukrainian families. South Lanarkshire Council’s refugee resettlement team supported four Welcome Hotels in the area.  

Move on accommodation for single people proved challenging and South Lanarkshire partners sought property which would provide facilities and opportunities for individuals to take care of their own needs, to have a re-established sense of normality and personal autonomy. This included having the ability to cook for themselves, paying their own rent and earning an income.

Barrack Street, Hamilton, former student accommodation was leased from a local business who previously worked with the council on projects during the pandemic. The property has a town centre location, with easy access to excellent public services and transport links. It is also an ideal location for employment opportunities with a number of retail and leisure premises nearby.

The building was quickly refurbished and provides 150 individual bedrooms. Managed by the council and funded by the Scottish government, with support services provided jointly by the council and the Salvation Army, the new accommodation offered a longer term alternative to the emergency hotel accommodation initially provided.

Potential new residents are offered the opportunity to visit the accommodation in advance of choosing to live there, with the council’s dedicated refugee resettlement team supporting them to make their decision and be clear on their responsibilities and services provided. This also provided the team with the opportunity to meet potential residents before they transferred from another local authority area and to discuss any issues or concerns relating to the move.

The strong partnership approach led by the council applies trauma-informed practices when providing support, with significant safeguarding work undertaken by the refugee resettlement team before people moved in to ensure community cohesion and to maximise positive engagement with residents from the outset. 

Barrack Street is fully furnished, with fridges and cupboards filled with food and welcome packs in every room to ensure that the accommodation is as welcoming for new residents as possible.

Residents have decorated their rooms and worked in the garden area making the outside and inside space their own – taking pride in their flats and wider community. This is supported by the officers from the council and Salvation Army, who have accessed funding for tools and equipment and arranged health and wellbeing classes.

Regular events and meetings are held to provide residents with the opportunity to feedback on the services provided, with opportunities to also communicate through online social groups. There is an open-door policy for residents who wish to speak to the support officers and a computer room and quiet space is also available. Residents are very much a key part of discussions on the ongoing monitoring and review of services. 

The teams also work with a range of other partners to link residents to support services including employability, income maximisation, health and wellbeing, community engagement, ESOL, further education and other services required.

Barrack Street has currently accommodated 215 individuals, 81 of which have positively moved on to their own accommodation.

The focus for Ukrainians is now to decide what to do next. Whether to stay in South Lanarkshire, move to another area or return home. Whatever the residents decide, partners involved will provide them with continued support and assistance.

Outcomes and achievements

Barrack Street’s success arises from support that residents receive from arrival date to move on date. Residents regard the building as their home while making plans to move to permanent accommodation.

This innovative partnership approach led by South Lanarkshire Council in conjunction with the building’s owners, Salvation Army and Scottish government ensures residents can rebuild their resilience, improve their health and wellbeing, language skills and employment opportunities.   

The project has made a positive impact on the lives of the residents, helping them to forge new friendships and form support networks within the community. Everyone is working together to optimise their prospects in the face of adversity. 

The project has highlighted opportunities available to residents who move to this accommodation, with word of mouth between current and potential residents helping ensure that all rooms are utilised and potential residents across the UK and Ukraine contact the refugee team to be considered.

Testimonials for the project have been received from many residents citing the support they have received. The ability to unwind from the trauma they have faced and to talk to people who understand what they have been through and set them on a positive move on path for their future.

• Project name: South Lanarkshire Council - Youth Initiative
• Lead organisation: South Lanarkshire Council

Statement of support

South Lanarkshire Council and its community safety partners have a strong record in delivering a range of services and initiatives that have successfully reduced youth disorder. However, through regular partnership forums and discussions, it was becoming apparent that existing services and enforcement activity required additional support to address the escalating behaviours of young people.

In response, an innovative 'Youth Initiative' was developed and led by the council. An existing officer from the council’s anti-social behaviour investigation team was appointed to the role of youth officer for consistency of approach, and to develop effective partnership working and specialised networks.

To ensure sustainability of the project the youth officer role expanded already robust partnerships with social work, education, local youth development groups and third sector partners.

The aim of the project was to:

• Address the rise in youth disorder affecting both individuals and communities
• Complement existing partner actions by enhancing partnership working to prevent escalation, provide community reassurance, take robust actions and signpost to diversionary opportunities
• Promote individual responsibility and accountability from the young people and also parents and care givers
• Clearly illustrate potential consequences for the young people and their parents and care givers for the continued involvement in anti-social behaviour in the community
• Provide additional support, signposting and clear referral pathways into local services and activities and diversionary opportunities
• Achieve measurable outcomes to illustrate effectiveness in halting further escalations and better outcomes for young people.

A person-centred approach is taken for each young person referred with a range of options and actions that vary on a case-by-case basis and depend on the individual backgrounds, existing supports and actions previously undertaken. In most cases, the youth officer will arrange for a joint interview with the police and the parents or care givers of the referred young person. This interview will outline the issues which the young person has been involved in, highlight the seriousness of the situation and the potential consequences to both the young person and their household.

Tools to gain ‘buy in’ from the household are utilised, such as encouraging the young person to sign up to an Acceptable Behaviour Contract to monitor their behaviour going forward. The serious implications for the young person and their parents or care givers are also discussed should behaviour not improve. This includes Unacceptable Behaviour Notices and the council’s ability to formally take action against a tenancy for household member conduct in the vicinity of the property.

To support transition to more positive behaviours, referrals to diversionary activities in that area are also offered through existing referral pathways, with partners and third sector services providing tailored support to individuals referred by the youth officer. This includes provision of community groups and activities at evenings and weekends, away days and training or awareness courses. In addition, the dedicated youth officer has the autonomy to initiate complex family supports from the family hubs or the dedicated breaking the cycle team established to tackle serious and complex issues within households.

Outcomes and achievements

Success can be measured through the positive impact the project has had since launching. The project has received 55 referrals from Police Scotland from across South Lanarkshire, comprising a range of different incidents/issues.

Following the youth officer’s interventions/support, no repeat offending was reported for 89 per cent of these, with further work ongoing for those still becoming involved in anti-social behaviour. A combination of the direct actions taken by the youth officer to address /prevent behaviours, along with having the ability to coordinate wider resources and improve communication between partners on these cases has been the key to success.

In addition to the significant reduction in re-offending, the initiative has played a key role in improving diversionary opportunities for young people in identified areas. This includes working to secure external and partnership funding for evening football activities and additional street work to target alcohol induced anti-social behaviour. These have not only supported the individuals directly involved but improved the wider community through achieving reductions in anti-social behaviour issues. 

Positive feedback has been received from parents/care givers of the young people and from education and third sector partners who have been able to continue engaging with the young people following the projects involvement.

• Project name: Homes for Ukrainian Guests
• Lead organisation: Housing Services - Stirling Council
• Partner organisations: Stirling Council's Asylum and Resettlement Team, Forth Housing Association, Ochil View Housing Association, Paragon Housing Association, Rural Stirling Housing Association

Statement of support

Like many other areas, Stirling has welcomed numerous Ukrainian families into the area due to the ongoing war in Ukraine. By early 2023, Stirling was home to 157 Ukrainian households, most of whom were living with sponsor families or in Welcome Hotel accommodation. With many sponsor placements nearing their end, there was a potential risk that several Ukrainian households could become homeless.

At this time, like other social landlords, Stirling Council faced a backlog of void properties requiring significant work. This situation led to increasing re-let times and a reduction in rental income. The necessary work included a combination of:

• Kitchen and bathroom replacements
• Electrical rewiring
• Window replacements
• Solar panel installations
• Structural alterations.

To address both issues, Stirling Council’s housing team established a project in partnership with the council’s refugee and asylum resettlement team. The project team successfully applied for and was awarded grant funding of £720,000 to bring forty void council homes back into use to house displaced Ukrainian families. Forty homes represents a significant amount equating to 10 per cent of lets made by Stirling Council in 2023/24.

Priority for these homes was given to Ukrainian households living with sponsor families where placements were at risk of breaking down, or those still residing in Welcome accommodation. This approach helped reduce council spending on temporary accommodation while also minimising void rent loss by accelerating the repair of some properties by using contractors.

The project team managed the identification of void properties, the allocation of homes, and the identification of any support required for Ukrainian families being housed. This support was tailored to each family, with partners from the NHS, the Health and Social Care Partnership, and Stirling Council’s money advice, learning, and employability teams also involved in helping to ensure families sustained their tenancies and integrated into the community.

By April 2024, 40 Ukrainian households had been housed in fully furnished council homes, with all tenancies successfully sustained. The success of this initiative prompted the project team to explore further housing options for Ukrainian families still in temporary welcome accommodation. Discussions were held with other social landlords across the Forth Valley area, leading to commitments from Forth, Rural Stirling, Paragon and Ochil View housing associations to provide a combined 16 homes for Ukrainian households. To support the housing associations involved, Stirling Council, using funding from the Scottish government, allocated up to £3,000 per property to cover void costs.

The project team used this funding from the Scottish government to set up an incentive scheme for private landlords to offer tenancies to Ukrainian households in Welcome accommodation. Two Ukrainian households have moved into private tenancies as a result.

In addition, the council’s housing service committed to providing up to an additional 25 homes for Ukrainian families still in hotel accommodation. This further housing commitment ensures that by the end of 2024/25, no Ukrainian households will remain in Welcome accommodation in Stirling.

In summary, the project team successfully addressed a range of local and national issues, including:

• Providing humanitarian aid and support to individuals fleeing their homeland, in line with the Scottish government’s Warm Scots Future for Ukrainians strategy
• Offering permanent, affordable, and high-quality homes where guests can integrate into the community and receive ongoing support
• Preventing homelessness for guests whose sponsorship placements were ending, thus ensuring sufficient temporary accommodation for other homeless households and compliance with The Homeless Persons (Unsuitable Accommodation) (Scotland) Order 2014, while keeping expenditure on temporary accommodation to a minimum
• Bringing empty council homes back into use more swiftly than would otherwise have been possible, maximising rental income and minimising void re-let times.

Outcomes and achievements

The project has resulted in 40 Ukrainian households being provided with high quality, affordable and fully furnished council homes and ensured that no Ukrainian guests became homeless during the time the project ran for. A further 13 families have been rehoused by RSL partners since April 2024. Only 24 households remain in welcome accommodation in Stirling, down from 63 at the start of the project.

Feedback from families housed has been positive, with two families detailing the impact permanent housing has had for them:

• “Moving to long-term accommodation has given us more confidence in a foreign country - we no longer feel homeless; had a positive effect on our mental and physical health.”
• “The feeling that I have my own cosy nest, where I can be free and independent, appeared only when the council of Stirling provided me with a separate home. The moment of moving into an apartment was very special, because in Ukraine I lost everything. Each of us once had sad moments in our lives, but the moments of support and humanity from the people around us remain forever in our memory. And I will always remember that Stirling has become my hometown.”

• Project name: Connected Response Heat Sage smart heating controls for storage heating
• Lead organisation: West Dunbartonshire Council

Statement of support

935 of West Dunbartonshire Council’s (WDC) multi-storey flats use electric storage heating. Our project, installing the Connected Response Heat Sage Controls, aims to tackle tenants’ complaints that their heating system is expensive and leaves them cold in the afternoons and evenings. WDC is working with Connected Response, a subsidiary of Warmworks, to deliver this project.

The new controls bring tenants several benefits including weather-compensated charging (less charging on warmer days, more on colder days instead of a standard charge) which saves tenants money.

The controls allow tenants, when combined with a smart meter, to move to an economy 10 tariff which gives them three periods of off-peak electricity per day, not just for their heating but all usage. This reduces cost to tenants, but it also allows their heaters to charge in the afternoon ready for the evening reducing the complaint of cold evenings.

The controls replace the radio tele-switch (RTS), the signal for which is due to be turned off in June next year. The RTS discontinuation could disrupt heating and hot water for many households, but the new controls protect tenants from this change.

New and innovative ways of working

WDC and the Connected Response team work closely to engage with tenants to help them understand the key elements of the project; what is being installed and why, what we will do and what we would recommend they do such as getting a smart meter.

We do this through in-person drop-in sessions organised for clusters of properties, so they are always a short walk from tenant homes. At these sessions, Connected Response explains the controls and we jointly answer questions and queries tenants have.

Once we are ready to start installing the new controls, we write to the tenants telling them that Connected Response will be in touch but we also provide free phone contact details so they can get in touch themselves. 

This joint approach to communications keeps the messaging clear and consistent so tenants are always getting the same information. 

Improving service delivery and quality

At the installation appointment, the electricians will ask the tenant a series of questions to get their Connected Response system up and running to suit their schedules. If their schedule changes they can contact Connected Response to change settings.

If Scottish Power is the energy provider for the property, Connected Response will inform them new controls have been fitted and they will contact the tenant to offer a smart meter. The new type of smart meter allows tenants to switch to the Economy 10 tariff. This brings benefits not only for the tenant but for Scottish Power who need to remove radio telemeters from properties.

We have also provided training for our housing officers, so they can support tenants with any issues, ensuring a joined-up and clear service. Our repair call centre staff have been provided with a problem-solving flow chart so if they receive a call then they know which trade to attend or how to help which helps improve customer experience. Our own repairs team, whilst not fitting the controls, have had training on the electrics and know how to fix common issues which emerge.  

This collaboration allows us to give tenants a quality joined-up service and thus hopefully feel happier about their home and its heating and hot water.

Best Practice and community wellbeing

This project is an example of best practice partnership working because it places tenants are the core with the intention that they receive a joined-up and clear support package which helps them deal with the changes and maximise the potential benefits.

Outcomes and achievements

Installation of HeatSage smart controls

We have installed HeatSage smart controls in over 200 homes so far and the remaining homes are to be targeted over the next year.

Comprehensive support

We provided clear, easy-to-understand guides and support materials to all tenants before and after the installation and we try to engage through different channels including letters, phone calls and drop-in sessions. These all-help residents understand the benefits of the new controls. Information about heating performance will be collected to ensure tenants are fully benefitting from the new system.

Promotion of smart meters

Connected Response is working with Scottish Power to offer smart meters to residents. Smart meters help tenants monitor their energy use and take advantage of better off-peak savings.

Training for WDC staff

Our housing officers and electricians have both been trained by Connected Response to understand and support the new smart controls. They can now help tenants with any issues related to heating systems and ensure that the controls are working as intended.

Ongoing assistance

Both West Dunbartonshire through the repairs and housing operations teams and Connected Response through a free phone number and contact centre will continue to support tenants; adjusting settings and answering any questions.

• Project name: Link 2 Exercise
• Lead organisation: Link Housing Association
• Partner organisation: Pure Gym Paisley

Statement of support

Link provide housing and support services to over 10,600 customers in communities throughout Scotland - our staff are committed to making lives better and an understanding of the challenges our customers face, through their day-to-day work.

Working in partnership with The Lens© programme - Link staff participated in a series of workshops that developed their intrapreneurial mindset and brought forward innovative ideas and approaches to challenges faced by our customers.

One outcome of the programme (taking Ideas to Action) was Link 2 Exercise – this innovative approach to improving the lives of our tenants through promoting subsidised health and fitness, launched in July 2024, and was designed and delivered by two Link housing officers, Nikki Quinn and Christie Mulvaney.

The concept of Link 2 Exercise is to promote and encourage a healthy lifestyle for tenants, with the aim of improving their wellbeing, physical and mental health and reducing social isolation, through offering a gym membership.

As part of The Lens© Nikki and Christie developed their idea at a series of workshops and using the principles of programme. This included:

• Communicating and delivering sustainable value
• Prototyping and testing
• Securing investment.

Staff pitched their Link 2 Exercise idea at an investment panel made up of executive team members and representatives from our Tenant Scrutiny Panel and board.

The pitch included key information on Scotland’s suicide rates, associated poor mental health, lack of support networks and statistics on the tenants who were referred through Link’s HOME project (Help on Managing Everything).

It also used personas based on actual tenant experiences - to demonstrate the benefits Link 2 Exercise would deliver- improving wellbeing, self-esteem, risk reduction and improved physical and mental health.

The panel loved the idea, and the pitch secured funding from Link Group through our community benefits funding stream.

An approach was made to Pure Gym and staff secured gym memberships and support for tenants looking to take part in the Link 2 Exercise programme in partnership with Link.  

The officers used their customer knowledge to reach out to tenants to promote the initiative, including those identified from HOME referrals.

Launch day

The first launch day took place in July 2024 – with staff from Pure Gym, alongside staff from Link.

The taster session included a full tour of the gym facilities, a taster session on the spin bikes and gym equipment with the day captured in a photo opportunity coordinated by Link’s communications team.

The tenants who came along shared how challenging it can be to walk into a gym environment for the first time when they haven’t done any exercise for a long time. Some of the tenants also shared the cost of a gym membership was a barrier and everyone who came along on the day was positive about the start of their fitness journey.

Thomas and Chris from Pure Gym who delivered taster sessions and the Link 2 Exercise partnership with Link were supportive and encouraging to the tenants who came along.

Thomas Lynch, Assistant General Manager at PureGym Paisley said:

• "PureGym Paisley is delighted to have partnered with Link Group and to be playing a role in supporting the local community's physical and mental health. At PureGym, we know what a transformative impact exercise can have on people's overall wellbeing. That is why have partnered with Link Group to offer residents a range of benefits including discounted gym memberships, gym inductions and group training sessions to make working out even more accessible and affordable. We love being a part of the local Paisley community and look forward to supporting them to live healthier, happier lifestyles."

Outcomes and achievements

Nikki and Christie promoted Link 2 Exercise gym membership funded through Link for use by tenants.

In partnership with Pure Gym they arranged taster sessions on the gym floor, facilitated by staff from the Pure Gym fitness team.

Tenants attending were positive about the start of their fitness journey and the membership offered. All of the memberships offered have been taken up. 

Tenants taking part completed a survey which will allow them to share their views and experiences with Link through the period of their membership and gym use.

Christie and Nikki are delighted that their idea has taken off.  One of the tenants sent this email:

• "Hi Nikki, Just wanted to say thank you very much for setting up gym membership for me, I was there this afternoon. Joined slimming world last week. I’ll be a new woman the next time you see me lol. Thanks once again."

Nikki’s tenant was rehoused after becoming homeless and recovering from cancer. She has recently had the all clear and putting her membership to good use.

• Nikki said: “I am so glad someone in need can make use of this and a simple thing can mean a lot”.

• Project name: Bluevale Glasgow community centre
• Lead organisation: Places for People and Bluevale

Statement of support

In March 2023 more than 100 local people in Glasgow told their landlord Places for People Scotland (PFPS) how much they missed their recently closed local neighbourhood centre, bemoaning the subsequent lack of hope and local opportunity. “Go to the shop or stay in,” was the general sentiment. 

A lack of funding led to the closure of the local neighbourhood centre in March 2023. It boasted a cafe, youth area and a large function suite for businesses and the community.

Through its community engagement, PFPS were introduced to Bluevale – a registered charity with a strong local presence already providing diversionary youth activities through its gym and community space. Sharing the same social mission, Bluevale and PFPS swiftly set about pooling their resources and working with the centre’s founders to have it reopened via joint funding.

Within just eight months of its closure due to financial strain, PFPS proudly joined Bluevale at the reopening of the much-loved centre that November. They were joined by the Provost of Glasgow City Council to formally mark the opening with children, families and long-standing community members proud to see their hub open its doors once more.

Today, the centre is open five or six days weekly and welcomes roughly 150 customers during that time – who each benefit from classes, food and clothes banks or the cafe for affordable meals as part of their community. The function suite wasted no time in hosting birthdays, christenings and many other local events. The centre is once more a pillar of the local community, thanks to the partnership and shared vision of Bluevale and PFPS.

After reopening, local consultation highlighted a distinct issue with poor mental and physical health in the area. Working with Wellbeing Scotland, the centre provided an eight week wellbeing workshop and trained volunteers to deliver these sessions beyond the programme and out in the community. With the centre’s newfound capacity to hold meetings, positive planning discussions led to the purchase of cold-water therapy equipment along with the means to deliver other support measures such as sound healing and trauma-informed yoga. 

The PFPS healthy communities team have worked with Bluevale Club on several other projects including a fitness recover class, which boosted the mental and physical health of participants, even reducing addition among some. 

Continuing its theme of providing support and services for those struggling financially, the centre has also added free dance classes for children to its weekly offer. The centre also referred local residents to its other free activities such as community football and boxing. Their free summer club saw 200 children attend and enjoy activities such as trampolining, funfairs and crafts – all delivered from the centre. The centre also provided free meals for children.

The funding and collaboration between PFPS and Bluevale has allowed the centre to flourish as a one-stop venue to connect the local community and serve its needs – increasing confidence among visitors and breaking down barriers. 

One young person attended the youth services at the centre and lauds its impact after a tough time: “I wasn’t doing so well in school and there was nothing to do locally. When Bluevale [the centre] reopened I thought I would try it out, as my brother already attended and enjoyed going. After the pandemic I started to take drugs, smoke cannabis and cigarettes, and drink. I started boxing at the centre for something to do and got back into my fitness. A local opportunity for a job came up and I was encouraged to apply. I wanted to be a sport and fitness instructor and got an apprenticeship with Glasgow Life.”

Outcomes and achievements

While Bluevale feel that the centre is only running at 30 per cent of its potential, it is already changing so many lives locally. With time and further funding it could do so much more.

Having identified a lack of provision, it is exploring how to add a state-of-the-art sensory room for young people who are disabled or have additional support needs. The centre is also soon to introduce a media suite and add a podcast studio with DJ decks and an iMac for editing.

Re-opening the community centre and providing activities for everyone brings the community together and ensures nobody is left behind. The future ambition is to create a hub that meets the whole community’s needs. It seeks to continue to improve local mental and physical health as well as alleviate poverty within the area. It has submitted a community-led grant application to the National Lottery in hope of not only sustaining the centre but expanding its use and broadening its support to local people in need.