Guide to Successful
Tenant Participation
Good practice advice and support for tenants, tenant groups, landlords and housing staff across Scotland.
Introduction
This guide was originally developed in 2005 to provide good practice advice and support to those working in Tenant Participation (TP). It has been updated in 2018 by the Social Housing Services Team within the Scottish Government to cover developments in Tenant Participation including tenant scrutiny and the Scottish Social Housing Charter.
1.1 Who is this guide for?
This Guide will be useful to tenants, tenant groups, Local Authority (LA) and Housing Association (HA) staff who want to know more about TP and who would like to develop their involvement and scrutiny activities further. It is designed for all staff and will be of particular use to staff with strategic responsibility for TP and scrutiny, and front line staff who work with tenants.
The case studies at the end of this guide demonstrate how effective TP can deliver quality services, involve tenants in assessing landlord performance and encourage improvements.
1.2 What is Tenant Participation?
Tenant Participation is “about tenants taking part in decision making processes and influencing decisions about housing policies; housing conditions; and housing (and related) services. It is a two way process which involves the sharing of information, ideas and power. Its aim is to improve the standard of housing conditions and service.”
National Strategy for Tenant Participation – Partners in Participation (1999)The housing sector’s approach to TP in Scotland is underpinned by the Housing (Scotland) Act 2001 (‘the Act’), which created a legal requirement for landlords to actively develop and support TP. The Act introduced requirements for Landlords to have a TP strategy in place, register tenant and resident groups who meet prescribed criteria and to fund and support TP. It also gave tenants and Registered Tenant Organisations (RTOs) rights to be consulted and involved in landlords’ decision making on housing and related services.
Effective participation gives tenants an opportunity to influence decisions about the housing services they receive, and it helps landlords deliver better services that focus on tenant priorities.
1.3 The benefits of Tenant Participation
When working well, TP delivers clear benefits for tenants, staff and landlords alike. These include:
- Better service delivery and improved outcomes for tenants which give value for money;
- Working together for common goals with respect and understanding;
- Informed and knowledgeable tenants who have the skills and confidence to influence decisions;
- Increased tenant satisfaction with their home and neighbourhood;
- Identifying actions for service and performance improvements and working together to implement these.
TP and scrutiny can only be effective where landlords are committed to, and have a culture of involving tenants in their decision making process. Its success very much depends upon landlords embracing TP at the most senior level, including elected members and committee members.
1.4 The legal framework for Tenant Participation
The Act introduced a legal framework for TP. It introduced rights for individual tenants and registered tenant groups to be consulted by their landlord on issues affecting them. Under the Act Landlords have to:
- Have in place a TP strategy and review and monitor its effectiveness regularly;
- Have a registration scheme for tenant organisations and keep a publicly available register of these RTOs;
- Consult with tenants and RTOs on a range of housing and related services;
- Provide a range of information to their tenants.
For more information: www.legislation.gov.uk
1.5 The Scottish Social Housing Charter
The Housing (Scotland) Act 2010 introduced the Scottish Social Housing Charter. This sets out the standards and outcomes which landlords should be delivering to all social housing tenants. The Charter came into effect in 2012 and was reviewed in 2016, with a revised Charter in place from April 2017.
1.6 Role of the Scottish Housing Regulator
The SHR is the independent regulator of Registered Social Landlords (RSLs) and Local Authority housing services in Scotland, established on 1 April 2011 under the Housing (Scotland) Act 2010. The SHR has one statutory objective, to:
“Safeguard and promote the interests of current and future tenants of social landlords, people who are or may become homeless, and people who use housing services provided by local authorities and housing associations.”
More information: www.scottishhousingregulator.gov.uk
1.7 Tenant Scrutiny
Housing providers have been involving and consulting with their tenants for many years. As a result of the introduction of the Charter, they are increasingly going further by giving tenants and other customers formal opportunities to analyse and challenge their performance and decision making through tenant scrutiny.
The aim of scrutiny is to improve organisational performance and the quality and standard of services that landlords provide. Through scrutiny, tenants and other customers can make a substantial contribution to services and standards and the assessment of their landlord’s performance.
1.8 Ensuring equal opportunities
The Act requires landlords to approach TP in a manner that encourages equal opportunities and observes equal opportunity requirements laid out in the Equalities Act 2010.
Tenant Involvement
2.1 Landlords’ approach to Tenant Participation
While all landlords already have a TP Strategy in place, TP is most effective where landlords have a clear culture of tenant involvement within their organisation. Partnership working between landlords and tenants achieves value for money and results in significant improvements to the quality of service delivery.
As TP continues to evolve, more staff are getting involved in consulting with and involving tenants in their areas of work. While some landlords employ dedicated TP staff to work with tenants and RTOs, good TP should be the responsibility of all staff within the organisation.
2.2 Tenant participation strategies and reviewing them
Under the Act, landlords must publish a TP strategy in consultation with their tenants and RTOs. A strategy is a flexible action plan that:
- Sets out the landlord’s commitment to involving tenants and tenant organisations in decisions about their homes;
- Says how this will be carried out;
- Details the resources available such as training and support;
- Sets out a range of SMART (Specific, Measurable, Achievable, Realistic and Time-bound) targets.
It is recommended that strategies are reviewed at least every three to five years. There are checklists at Section 3 to help with reviewing TP.
A comprehensive strategy includes:
- An introduction/foreword demonstrating the organisation’s commitment at the most senior level;
- The strategy’s background including the legal framework;
- Aims and objectives;
- How the strategy was developed and who was involved;
- Why the strategy is in place and the benefits of TP/scrutiny;
- Links to other strategies and services;
- How tenants will be kept informed;
- Consultation, giving tenants feedback, and working with RTOs;
- Resources, training and equal opportunities;
- Action plan and how the strategy will be monitored and reviewed.
2.3 Monitoring and evaluating Tenant Participation
Monitoring TP involves checking on what is happening. Evaluation goes further and involves making judgements about how effective and appropriate activities have been. Methods for gathering information include:
- Focus group discussions with tenants involved in TP;
- Telephone interviews with individuals;
- Annual postal surveys of tenants;
- Regular meetings with tenants to reflect on TP activities;
- Questionnaires following participation activities.
Measures for evaluating TP may include:
- Whether tenants have been informed, consulted and involved in decisions;
- Whether tenants’ views have influenced decisions and resulted in service improvements;
- The level of tenant satisfaction with TP opportunities;
- The number, range and diversity of tenants participating;
- Success in reaching new people.
2.4 Resourcing Tenant Participation and Tenant Scrutiny
LAs and HAs are legally required to carry out an assessment of the resources required for TP. The TP strategy should set out what resources will be made available. Resourcing TP and scrutiny is not just about money — it also includes staff support, meeting venues and IT access.
Types of activity
Staff time: This can be addressed by employing specialist TP staff, making TP part of every member of staff’s role, engaging independent specialist organisations, or seconding staff to work directly with tenant organisations.
Direct grants: This includes start up grants to help new groups establish and annual grants to cover running costs. There should not be any financial barriers to enable tenants to participate — funding should be available to cover reasonable travel expenses, child care and other care costs where appropriate.
Accessing external funding: Funding Scotland is an excellent site that helps not-for-profit organisations in Scotland find funding for charities, community groups or social enterprises.
2.5 Training and support for staff and tenants
Training for staff: Good TP is the responsibility of all staff and it is a good idea to include this in all staff job descriptions. It is essential that all staff have appropriate delegated authority to make decisions and respond to requests from tenants.
Training for tenants: To be able to fully participate, tenants need access to information, training and development support. They will require some or all of the following:
- The opportunity to network with other tenants at training days;
- Funds to cover running costs and access to suitable premises;
- Support to develop their group;
- Access to wider tenant opinion;
- Attendance at seminars and conferences;
- Information on how policies and services work and the legal framework around them.
Joint training: It is beneficial, and often more cost effective, to hold joint training sessions for staff and tenants. Joint training reinforces the message that tenants are key stakeholders and can strengthen relations between tenant representatives and staff.
Independent advice and training is available from the Chartered Institute of Housing (CIH), Tenant Participation Advisory Service (TPAS) and Tenants Information Service (TIS).
2.6 Levels of Tenant Participation and Scrutiny
There are a range of ways that landlords and tenants can exchange information and views. Landlords should ensure that:
- Meeting venues are accessible;
- Meetings are held at times that suit tenants;
- Funding is available for crèche or care costs;
- Transport and out of pocket expenses are reimbursed promptly;
- Communication aids (loop systems, interpreting) are available;
- Relevant training is provided.
Consultation methods that can be used include: focus groups and working groups; postal, phone and door-to-door surveys; house visits; conferences; road shows; tenants’ forums; and IT and the use of social media. Always feed back the results and outcomes of a consultation exercise to tenants.
Three Principles for Effective Scrutiny
- Independence – scrutiny activities should be separate from governance, management and mainstream TP structures, but have a formal recognised status with support from the organisation at the outset.
- Formality – scrutiny activities should include clear roles, remit, terms of reference and lines of reporting for those taking part.
- Power – tenants and other customers involved in scrutiny activities should be able to undertake a detailed examination of services and standards, and make recommendations for service improvements.
2.7 Charter reporting and tenant involvement
The Charter requires landlords to report their performance annually. All landlords have to submit an Annual Return on the Charter (ARC) to the SHR and publish the information to their tenants. Tenants should be involved in producing the Annual Report to Tenants and this should cover performance for the year, comparisons with previous years and what the landlord will do to improve performance.
2.8 Involving All – Harder to reach groups
It is important to involve groups who may face specific barriers to participation, including: elderly people; young people; people from minority ethnic communities; people with disabilities; people who do not speak English as a first language; people in rural/remote areas; single people; people in employment; and people who have recently moved into an area.
Landlords must take a proactive approach to encourage people who face such barriers to get involved and to try different methods to reach groups who may be underrepresented.
2.9 Engaging with minority ethnic communities
Language barriers can make it more difficult to access services, contribute to meetings and participate effectively. Landlords should ensure that:
- Information is translated into the relevant community languages;
- Interpreters are available at meetings where required;
- Outreach workers or specialist staff are available to work with specific communities;
- Staff are trained in cross-cultural communication;
- Monitoring of participation by minority ethnic groups is carried out.
2.10 Involving tenants in rural areas
Involving rural, island and remote communities is challenging. Tenants can be widely scattered, the more traditional participation methods and activities may not be appropriate, and there are significant travel distances involved.
Key considerations: Do tenants who live in rural/remote communities have a range of methods to enable them to take part? Is distance and travel time taken into account when organising events? Is participation adequately resourced to enable tenants to get involved?
In the recruitment of volunteers, efforts should be made to get a cross-section of the community involved, as minority groups may be more hidden in dispersed rural areas than in large urban areas.
Tenant Participation Checklists
3.1 Strategy for effective Tenant Participation
This checklist can be used to review or evaluate the effectiveness of TP. See sections 2.1 and 2.2 if you answer ‘No’ to any questions.
| Question | YES | NO |
|---|---|---|
| Strategy | ||
| 1. Does the TP strategy set out clear aims and objectives, an action plan and timetable? | ☐ | ☐ |
| 2. Was the strategy developed with and agreed by tenants and tenant groups? | ☐ | ☐ |
| 3. Is the strategy subject to regular monitoring and review? | ☐ | ☐ |
| 4. Is the strategy available in a range of formats and languages? | ☐ | ☐ |
| 5. Does the strategy set out the support and training available for tenants? | ☐ | ☐ |
| 6. Has the TP strategy been signed off by the Chief Executive/Director of Housing? | ☐ | ☐ |
| Communication | ||
| 7. Is the landlord’s TP strategy made available to all tenants and groups? | ☐ | ☐ |
| 8. Are tenant groups given adequate support and resources to enable them to function effectively? | ☐ | ☐ |
| 9. Is the landlord proactively seeking to involve all tenants, including those harder to reach? | ☐ | ☐ |
| 10. Is information provided in a range of formats, taking into account the needs of tenants? | ☐ | ☐ |
| 11. Is information provided in sufficient time for tenants to read, consider, seek advice and respond? | ☐ | ☐ |
| 12. Is the information accurate, relevant, timely and written in plain English? | ☐ | ☐ |
| 13. Are meetings and events held in accessible premises? | ☐ | ☐ |
| 14. Do landlords reimburse tenants for all reasonable expenses incurred? | ☐ | ☐ |
| Culture | ||
| 15. Is there evidence that TP is taking place at all levels of the organisation? | ☐ | ☐ |
| 16. Do staff responsible for housing services report to Board/Committee on their consultation and involvement activities? | ☐ | ☐ |
| 17. Are tenants involved in the recruitment of staff who work directly with tenants? | ☐ | ☐ |
| 18. Are tenants involved in setting service standards and performance monitoring? | ☐ | ☐ |
| 19. Are tenants involved in Best Value Reviews? | ☐ | ☐ |
| 20. Are tenants involved in decisions about TP resources? | ☐ | ☐ |
| 21. Are tenants involved in policy development and review? | ☐ | ☐ |
| 22. Are mechanisms in place to enable tenants to contribute to the review of their landlord’s business plan? | ☐ | ☐ |
| 23. Are tenants involved in annual performance reporting? | ☐ | ☐ |
| 24. Are there scrutiny activities in place that are separate from governance and TP? | ☐ | ☐ |
| 25. Are landlords learning from the findings of scrutiny activities and making improvements? | ☐ | ☐ |
| 26. Are improvements made as a result of scrutiny activities published? | ☐ | ☐ |
| Tenant representatives | ||
| 27. Are tenants’ views taken into account before decisions are made? | ☐ | ☐ |
| 28. Are tenants and groups given adequate time to consider and respond to issues? | ☐ | ☐ |
| 29. Are tenants involved in the review of service standards, best value reviews and monitoring of landlord performance? | ☐ | ☐ |
| 30. Are methods in place to feedback to tenants and RTOs following a consultation exercise? | ☐ | ☐ |
| 31. Has the landlord consulted tenant groups to find out what their key housing issues are and what level of involvement they want? | ☐ | ☐ |
| 32. Has work been undertaken to stimulate Tenant Participation in areas where there is little or no tenant involvement? | ☐ | ☐ |
| 33. Is there an up-to-date register of registered tenant groups in place? | ☐ | ☐ |
| 34. Are mechanisms in place to enable tenants at a local level to influence housing management? | ☐ | ☐ |
| 35. In the case of registered social landlords, do tenants have a place or places on the governing body? | ☐ | ☐ |
| 36. Are mechanisms in place to enable tenants to contribute to reviews of service standards, policies, investment priorities and performance monitoring? | ☐ | ☐ |
| Setting the agenda | ||
| 37. Is the main agenda for Tenant Participation planned in advance? | ☐ | ☐ |
| 38. Is the agenda jointly agreed with tenants? | ☐ | ☐ |
| 39. Are processes in place to enable tenants at a local level to influence local housing management services? | ☐ | ☐ |
3.2 Planning for monitoring and evaluation
This checklist can be used prior to embarking on a monitoring and evaluation exercise. See section 2.3 if you answer ‘No’ to any questions.
| Question | YES | NO |
|---|---|---|
| 1. Does your TP strategy set out processes for reviewing, monitoring and evaluating Tenant Participation? | ☐ | ☐ |
| 2. Were these processes jointly agreed with tenants? | ☐ | ☐ |
| 3. Have time and resources for monitoring and evaluating TP been allocated within the strategy? | ☐ | ☐ |
| 4. Have tenants and landlords agreed what information needs to be collected, and how, when, and by whom the evaluation will be carried out? | ☐ | ☐ |
| 5. Is the information being collected relevant to monitoring and evaluating TP? | ☐ | ☐ |
| 6. Is the information accurate and presented in a user-friendly format? | ☐ | ☐ |
3.3 Accessing resources
This section can be used to identify the level of resources being invested in TP and any gaps in provision. See sections 2.4 and 2.5 if you answer ‘No’.
| Question | YES | NO |
|---|---|---|
| 1. Are staff with specific responsibility for TP in place to support new groups, develop existing groups, promote TP and consult with the wider community? | ☐ | ☐ |
| 2. Is a training programme for all staff in place to provide skills and knowledge to develop participation practice? | ☐ | ☐ |
| 3. Can staff access external training events on Tenant Participation? | ☐ | ☐ |
| 4. Is training and briefing provided to keep committee members and elected members informed of TP practice and developments? | ☐ | ☐ |
| 5. Is a joint agreement in place between landlords and tenants, setting out what information tenants will receive and how they will receive it? | ☐ | ☐ |
| 6. Is information for tenants easily accessible, in plain English, provided in different formats where required, relevant and accurate? | ☐ | ☐ |
| 7. Is information made available with sufficient time for tenant groups to consider and consult their members? | ☐ | ☐ |
| 8. Is training available for individuals and tenant groups to develop their ability to participate? | ☐ | ☐ |
| 9. Can tenants access external TP training and events? | ☐ | ☐ |
| 10. Are start up grants and annual running costs available to tenant groups to cover the group’s costs? | ☐ | ☐ |
| 11. Are these grants reviewed regularly with tenant groups to ensure they get enough funding to carry out their activities? | ☐ | ☐ |
| 12. Is funding available to ensure that there are no financial barriers to tenants participating, i.e. expenses, care costs are met? | ☐ | ☐ |
| 13. Is ‘in kind’ support, such as access to premises or photocopying, available to groups? | ☐ | ☐ |
| 14. Do tenants have access to independent advice? | ☐ | ☐ |
3.4 Building, supporting and sustaining tenant groups
This checklist can be used to evaluate how well groups are being supported. See sections 2.1, 2.4, 2.5 and 4.4 if you answer ‘No’.
| Question | YES | NO |
|---|---|---|
| 1. Does the landlord recognise and welcome the rights of tenant and resident groups and umbrella organisations to represent the views and interests of their local community? | ☐ | ☐ |
| 2. Is the independence of tenant groups recognised by the landlord? | ☐ | ☐ |
| 3. Are tenant and resident groups adequately supported financially and ‘in kind’? | ☐ | ☐ |
| 4. Does the landlord work to ensure that tenant organisations are well informed, resourced and given adequate support so that they are able to influence decisions? | ☐ | ☐ |
| 5. Is there a range of opportunities and mechanisms in place for tenant groups to access and input to the decision making process? | ☐ | ☐ |
| 6. Are tenant groups regularly invited to meetings with their landlord to discuss housing and community issues? | ☐ | ☐ |
| 7. Have the landlord and tenant groups agreed a timescale for receiving and considering information? | ☐ | ☐ |
| 8. Are tenant groups given the opportunity to meet and discuss joint issues and prepare their points of view before meeting the landlord? | ☐ | ☐ |
| 9. Do tenant groups have the opportunity to contribute to the agenda? | ☐ | ☐ |
| 10. Are perceptions of problems and issues shared between tenants and the landlord before potential solutions are discussed? | ☐ | ☐ |
| 11. Are tenants’ views considered before decisions are taken? | ☐ | ☐ |
| 12. Is feedback provided to groups following consultation exercises? | ☐ | ☐ |
| 13. Is Tenant Participation seen by the landlord as an ongoing process? | ☐ | ☐ |
| 14. Are different ways to maintain communications with groups used? | ☐ | ☐ |
| 15. Is the relationship between the groups and the landlord a respectful one? | ☐ | ☐ |
| 16. Are staff in place to help new groups, provide development support to existing groups, and promote TP across the organisation? | ☐ | ☐ |
3.5 Involving all
If you answer ‘No’ to any questions see sections 2.2, 2.8, 2.9 and 2.10.
| Question | YES | NO |
|---|---|---|
| 1. Are equal opportunities built into both mainstream housing services and Tenant Participation strategies? | ☐ | ☐ |
| 2. Has a training needs assessment been carried out in relation to equal opportunities? | ☐ | ☐ |
| 3. Have staff and tenant representatives been provided with training on equal opportunities in relation to participation? | ☐ | ☐ |
| 4. Are equal opportunities and proactive attempts to involve all built into the TP activities of the landlord and groups? | ☐ | ☐ |
| 5. Are representatives from all groups involved in monitoring and reviewing the TP strategy? | ☐ | ☐ |
| 6. Have the individual needs of all groups been identified and met? | ☐ | ☐ |
| 7. Has action been taken to remove barriers to accessing participation, such as language barriers and child care? | ☐ | ☐ |
| 8. Have opportunities to take part in a range of participation methods been provided to all? | ☐ | ☐ |
| 9. Are networking opportunities provided to enable individual tenants to meet representatives of tenant groups and staff? | ☐ | ☐ |
Practical Advice for Tenants and Staff
4.1 Setting up a tenant group
The most common reasons for tenants and residents forming a group are where there is a particular local issue of concern within a community, or where tenants and residents want to get more involved with their landlord to work on service improvements and performance.
You can get people’s views by: sending out a newsletter with an attached questionnaire; door to door visits; holding a public meeting; or posting on social media.
At an informal get together think about:
- What are the issues of concern?
- What streets or areas are affected?
- What would you like to achieve?
- What the group would do.
Running the first meeting
- Be clear about what the group wants to achieve at the first meeting;
- Be friendly and welcoming and introduce one another;
- Make sure someone chairs the meeting;
- Take a note of who attended, the main points of discussion and any further actions;
- Ask for volunteers to form a steering group (usually about six people);
- Agree who is responsible for future actions.
Responsibilities of committee members
Chairperson: The chair directs the group’s activities and guides the committee meetings. The chair has a clear understanding of the group’s interests, lets everyone have their say and makes sure the constitution is upheld.
Secretary: Responsible for taking and circulating minutes, preparing agendas for meetings, organising the paperwork and correspondence, and keeping members up-to-date.
Treasurer: Looks after the group’s income and expenditure by keeping the finances up-to-date, keeping track of receipts and bank statements and compiling financial reports. The treasurer must ensure accounts are checked by an independent person annually.
4.2 Developing a constitution
Groups must have a written, publicly available constitution which details:
- Who can be a member;
- The purpose of the organisation;
- How funds will be managed;
- How decisions will be made;
- How office bearers will be elected;
- The geographical area covered by the group.
See Appendix 3 for a sample constitution that groups can adapt for their own use.
4.3 Becoming a Registered Tenant Organisation (RTO)
Registering with landlords as a registered tenant organisation gives groups a legal right to be informed, consulted, involved in decision making by the landlord, and to access other funding.
All groups wanting to become registered must provide their landlord with: a copy of their constitution; a list of office bearers and committee members; a contact address for correspondence; a description of the area the group operates in; and details of other landlords they are registered with.
4.4 Working with groups
The role of members of staff working with groups is usually that of facilitator. They help bring people together, help the group set out its aims and objectives, and can play a vital role in helping make links between community groups.
Staff should encourage individuals within the group to give their views, and build the confidence of group members who feel uncomfortable expressing their opinions. They should also help groups understand the landlord’s decision making structures and how they can negotiate and make their views known.
Successful groups do not emerge overnight. They take time to develop, encounter teething problems, learn from experience and stay focused on their overall aims and objectives. Landlords play a crucial role in helping develop and support successful groups.
4.5 Managing conflict
In any situation where a group of people get together there is always the potential for conflict. Conflict may arise within groups, between groups and between groups and their landlord. When tenants and landlords are working together, it is crucial that the ground rules for engagement are clearly agreed at the outset.
Key principles: Everyone involved should mutually agree a time and place to meet; ground rules should be agreed (e.g. no interrupting, listening to each other); at the start, everyone should have the opportunity to clarify and define the issues, trying to separate facts, opinions and values; and individuals should have the opportunity to clarify why they wish to resolve the conflict and agree shared goals.
4.6 Organising tenant events
Tenant conferences and events are popular with both staff and tenants, and are a good way of providing information and getting people’s views. Tenants should be involved in the planning group. Key considerations include:
- Decide what kind of event you want to create and what you want to achieve;
- Consider the best time to hold an event so that the maximum number of people can attend;
- Avoid religious holidays and other times of the year that will affect attendance;
- Ensure the venue is accessible for people with disabilities;
- Arrange for speakers who can address the issues tenants want to discuss;
- Provide refreshments and where appropriate childcare facilities;
- Promote the event widely using various communication channels.
4.7 Producing a newsletter
Most landlords and many tenant groups produce newsletters to keep tenants up-to-date. Providing good information can develop tenants’ interest in housing and related matters and inspire them to participate. Key tips:
- Ask tenant groups and representatives what they would like to know about;
- Keep articles short and to the point — use plain language;
- Use bold highlighting, capital letters and bullet points for emphasis;
- Colour adds interest and can draw attention to important points;
- Formatting text in columns helps present information in more manageable chunks;
- Consider readers with colour blindness when choosing colours;
- Always include key contact details and tell tenants what to do if they want to get involved.
Good Practice Case Studies
The following case studies demonstrate how effective Tenant Participation can deliver quality services, involve tenants in assessing landlord performance and encourage improvements.
Rural Participation
Introduction
The Scottish Social Housing Charter embraces an “involving all” approach. Involving rural, island and remote communities is challenging — tenants can be widely scattered and the more traditional participation methods and activities may not be appropriate.
Hebridean Housing Partnership (HHP): A Good Practice Example
The Hebridean Housing Partnership (HHP) was formed following a tenant ballot and a stock transfer from the Western Isles Council. It has tenants scattered across 10 islands and has developed a range of Tenant Participation methods including:
- Wester Isles Community Housing Association Forum – the umbrella group for all RTOs, tenants groups and village voices across the isles;
- Information – newsletters, the web site and the forum increase tenants’ awareness of the options and support available;
- Going local – an informal approach works well across the island with tenants meeting in cafes, community halls, and tenants’ homes;
- Piggy back – HHP staff and the TP officer attend other events such as village fairs and agricultural shows to encourage participation.
Challenges
- Resources and time — need to account for the time and costs of travelling across a large rural area;
- Take account of the time it takes to get to know people, to build relationships and trust;
- Accessibility — technology can help, but not all tenants have access to computers.
Key Learning Points
- Do not impose landlords’ agenda and structures; create agendas and structures that suit the rural circumstances;
- Listen actively to people’s stories to build connections;
- Try new things — let the tenants take the lead — it’s an evolutionary process;
- Use every and all communication mediums but face to face is always best;
- Provide “on the job training” and information for tenants;
- Know your community, challenges and issues that they are facing;
- Don’t worry about people dipping in and out — they have other things going on in their life.
Involving Gypsy/Travellers
Introduction
Charter outcome 16 states that “all the standards and outcomes apply to Gypsy/Travellers”. Local councils and social landlords with responsibility for managing sites must manage the sites so that they are well maintained and meet the minimum site standards set in Scottish Government guidance.
Challenges
- Long term projects are less likely to be successful due to Gypsy/Travellers moving on to another site;
- Many Gypsy/Travellers do not consider themselves part of the Social Housing sector; they have a distinct culture, traditions and needs;
- Many site residents are not used to being asked their views or opinions;
- Literacy and numeracy could be a problem;
- There can be a lack of trust of authority — it takes time to build relationships and trust.
Working effectively with Gypsy/Travellers
- Building trust takes time — feedback on how residents’ views have influenced decisions is important to build trust.
- Every site is different — find out what approach suits residents and use a mixture of methods.
- Include participation and success stories as part of the site settling in procedures.
- Where possible, use informal approaches to participation and involvement.
- Working with individual families rather than the traditional group model works well.
- The site manager is often the key to the success — they are the key point of contact with residents.
- All staff must be trained in equalities and in particular working with Gypsy/Travellers, their culture and traditions.
Shawlands Park, Larkhall – A Good Practice Example
The success of involving Gypsy/Travellers at Shawlands Park is due to the hard work and commitment of the site manager who has, with site residents, built a range of methods for involvement and running the site including clear procedures, excellent communications, strong relationships built on trust, annual events, action plans and ongoing involvement.
The residents feel empowered and confident to engage with the local authority and give their views, resulting in increased resident satisfaction with their home and living environment.
Key Learning Points
- Information for residents on how the site works and opportunities for involvement is important for new residents;
- Demonstrate change and any impacts residents have been involved in, no matter how small;
- Be prepared for starting over when residents move on;
- Well trained and well informed staff are crucial;
- Develop a variety of methods that residents are comfortable with;
- Consistent frequent feedback — the good news and the not so good news;
- Involving children will often encourage adults to attend;
- Informal activities around children and families such as fun days work well.
Involving Tenants in Rent Setting
Introduction
A housing organisation’s main source of income is the rents that tenants pay, and for most tenants, it is also the main item of household expenditure. It is crucial that housing organisations engage with tenants, provide clear information, and listen to their views about the rents that tenants pay before considering any increase.
Key questions to think about:
- Are tenants given genuine options and opportunities?
- Is information clear and transparent?
- Are tenants listened to?
Six Steps for Effective Consultation
- Involve tenants in planning your consultation.
- Agree your consultation activities and timescale.
- Remove barriers to ensure lots of different consultation methods are used to encourage responses from a broad range of tenants.
- Provide information on how rent money is spent and find out tenant priorities for service delivery and investment.
- Provide realistic and achievable options that assist tenants to choose between varieties of genuine options.
- Demonstrate that you have listened — feedback the findings of the consultation and clearly highlight how tenant consultation shaped the rent setting process.
North Lanarkshire Council – A Good Practice Example
North Lanarkshire Council has established a programme of consultation running from September to December each year, including: open meetings hosted by the North Lanarkshire Tenants’ and Residents’ Federation (NLF); Food 4 Thought sessions; online tenant surveys via Survey Monkey; tenants’ newsletter coverage; an interactive vote at the annual tenants’ conference; and feedback to all tenants on the results before rent increases are issued.
Key Learning Points
- In order to give an informed view, tenants need to know and understand how rents are set and spent;
- A variety of consultation methods is crucial;
- Opportunities are required for tenants to discuss proposals with officers and other tenants;
- Information on expenditure and performance is required prior to consultation taking place;
- Involving tenants in scrutiny of the housing budget encourages a deeper understanding of rent and budget setting processes.
Tenant Led Scrutiny
Introduction
Tenant led scrutiny aims to give tenants more power in holding their landlord to account for their decisions, performance and conduct. Together the Charter and the independent Scottish Housing Regulator have created a new environment in which registered social landlords, Councils and their tenants must work in partnership to achieve positive outcomes.
The Steps for Effective Tenant Led Scrutiny
- Planning: Agree area of scrutiny.
- Skills Development: Information, training and support.
- Carry out scrutiny: Agree and participate in scrutiny tasks.
- Reporting: Report results and recommendations.
- Implement Recommendations: Agree what will be done, when and how.
- Monitor and evaluate: What’s been done, is it working?
Glen Oaks Service Improvement Group – A Good Practice Example
Having shared their experiences of moving into their home with Glen Oaks Housing Association, Service Improvement Group (SIG) members identified some common themes and agreed a Void and Lettable Standard Scrutiny Project. The SIG members carried out an extensive range of scrutiny activities including desk top audits, surveys, shadowing staff during void inspections, mystery shopping, speaking with contractors, and site visits to void properties.
Key Learning Points
- Commitment, enthusiasm and understanding of tenants, staff and Board members is crucial;
- Tenants identified and reported on good practice, as well as recommending improvements — this reassured staff that the SIG is not “out to pick faults”;
- Staff and Board members must be willing to embrace new ideas and change;
- The SIG has found a balance between being “friends of the Association” and being “the critical eye” never afraid to challenge something they think isn’t right;
- Tenants must be aware that not all recommendations may be feasible;
- Training and support is vital and an Action Plan is essential.
Appendices
Appendix 1 – Further Reading
- Housing (Scotland) Act 2001 – Guidance on Tenant Participation: www.gov.scot
- Statutory instrument: www.legislation.gov.uk
- Scottish Social Housing Charter 2017: beta.gov.scot
- Scrutiny Good Practice – CIH: www.cih.org
Appendix 2 – Useful Sources of Advice
For further information, advice or services relating to Tenant Participation the following organisations can be contacted.
The Scottish Government – Tenant Priorities Team
Victoria Quay, Edinburgh EH6 6QQ | Atlantic Quay, 150 Broomielaw, Glasgow G2 8LU
Chartered Institute of Housing (CIH)
160 Dundee Street, Edinburgh EH11 1DQ | Tel: 0131 225 4544 | scotland@cih.org
Tenants Information Service (TIS)
Clockwise, Savoy Tower, 77 Renfrew Street, Glasgow G2 3BZ | Tel: 0141 248 1242 | www.tis.org.uk
Tenant Participation Advisory Service (TPAS)
Room 2, 3rd floor Erskine House, 1 North Avenue, Clydebank G81 2DR | Tel: 0141 552 3633 | www.tpasscotland.org.uk
Shelter Scotland
4th Floor, Scotia Bank House, 6 South Charlotte Street, Edinburgh EH2 4AW | Tel: 0800 800 4444 | shelter.org.uk
Positive Action in Housing
98 West George Street, Glasgow G2 1PJ | Tel: 0141 353 2220 | www.paih.org
Appendix 3 – Sample Tenant Group Constitution
1. Name
The name of the Association shall be ……………………………………………………………………………………
2. Objectives
To improve the living conditions, community facilities and services for tenants and residents living in the area. The Association will at all times operate on an equal opportunities basis.
3. Membership
- A. Membership shall be open to all members of the community.
- B. All members shall have an equal vote.
- C. All members must not discriminate on grounds of nationality, political opinion, race, religious opinion, sex, marital status, sexual orientation or disability.
4. Committee
The Association shall be managed by a Committee. Committee members must declare any interest they may have in the topic under discussion and the Committee will decide if they need to forfeit their right to vote.
5. Conduct of Business / Standing Orders
- A. Members may speak only through the chair.
- B. Decisions will be made by a simple majority.
- C. Meetings will end at a time agreed by the Committee.
- D. Any offensive behaviour will not be permitted.
- E. Any member who consistently brings the group into disrepute may be expelled on a two-thirds majority vote.
6. Finance
All monies raised shall be applied to further the objectives of the Association. Proper accounts shall be kept and independently examined once a year by an auditor or examiner who is not a Committee Member.
7. Public Meetings
- A. Public meetings shall be regularly held to keep members informed of the Association’s activities.
- B. Members shall be given 14 days notice of a public meeting.
- C. Any member, with the support of 10 other members, may request a special Public Meeting within 21 days.
8. Annual General Meeting
An Annual General Meeting shall be held every year to discuss the activities of the group, to receive the audited accounts and to elect office bearers and committee members. Members shall be given 14 days notice.
9. Dissolution
The Association shall be wound up at a general meeting if 75% of members present and voting agree. On dissolution, all monies and assets will be transferred to an organisation with similar objectives.
10. Alterations to the Constitution
Alterations may be proposed by any member with 28 days written notice to the secretary. No alteration can be made without at least two thirds of the members present at the meeting being in favour.
Appendix 4 – Jargon Buster
This jargon buster has been created to help people understand the everyday terms used in the social housing sector.
© Crown Copyright 2019 | Scottish Government | ISBN 978-1-83960-278-8
Licensed under the Open Government Licence v3.0. Published by The Scottish Government, St Andrew’s House, Edinburgh EH1 3DG.