CDHA has reported overwhelmingly positive outcomes from its recent trial, following a detailed evaluation of performance data and feedback from staff and tenants. The pilot, designed to test whether a shorter working week could be delivered without affecting services, has met — and in some cases exceeded — expectations.

According to the evaluation, productivity across the organisation remained stable or improved, with teams consistently meeting their targets. Service delivery was unaffected, with response times and customer satisfaction holding steady throughout the trial. CDHA also performed strongly against its peer group in benchmarking reports produced by Scotland’s Housing Network.

Attendance figures were another standout result. Sick leave during the pilot period was minimal and showed a clear reduction compared with the same timeframe in previous years. Recruitment also benefited, with a noticeable increase in interest for vacant posts and a higher quality of applicants, suggesting the new working model could help with staff retention in the longer term.

Staff feedback highlighted significant improvements in work–life balance. Many employees said the additional day off allowed more time for rest, family and personal commitments, leading to higher morale and renewed enthusiasm at work. Importantly, no complaints were raised by staff, tenants or contractors during the pilot.

Tenant feedback has also been encouraging. Members of CDHA’s tenant engagement panels described the organisation as a “forward-thinking landlord” and said they found the longer opening hours over four days easier to manage than previous arrangements involving lunch closures and half-day training shutdowns. Tenants reported no difficulties in accessing services or getting issues resolved.

From an organisational perspective, the four-day week has helped foster a healthier workplace culture without disrupting operations. Management also noted a significant drop in emails on Fridays, when the office is closed, without a corresponding surge on Mondays — suggesting customers and partners have adapted smoothly to the new pattern.

Based on the success of the pilot, senior management has recommended that the committee consider adopting the four-day working week as a permanent arrangement. While ongoing monitoring is proposed, the evidence so far indicates the model supports both staff wellbeing and organisational resilience. Senior staff have also reaffirmed their commitment to respond to any emergencies, even on non-working days.

Christine Leitch, CDHA director, said: “The success of the new way of working is a credit to a forward-thinking committee and an excellent and dedicated staff team.”