to Our Tenants 2017-2018 · down and John Clark was elected. • Said goodbye to two committee...

Annual Reportto Our Tenants 2017-2018

Linthouse Housing Association

2 Contents

Contents

Chairperson’s Introduction 3

Chief Executive’s Review of 2017/18 4

- Investment in Tenants homes 5

- Providing Services to our Tenants 6

- Governance, Finance and Organisational Management 7

Financial Management Results for 2017/18 8-9

The Scottish Social Housing Charter: LHA’S Performance Report for 2017/18 10

- The Customer/Landlord Relationship 11-12

- Housing quality & maintenance 13-15

- Neighbourhood and community 16-17

- Access to housing & support 18

- Value for money/rents and service charges 19-20

- Other customers 21

Summary of LHA’s Business Plan for 2018 to 2021 22

- Business Plan Action List 23

- Provide Quality Homes in an Attractive Environment 24

- Be More than Just a Great Landlord 25

- Improve Financial Strength and Deliver Value for Money 26

-DevelopourLeadershipandStaff 27


3Chairperson’s Introduction

Welcome to LHA’s Annual Review for 2017/18.

I was elected as LHA’s Chairperson at the 2017 Annual General Meeting, and I will begin by paying tribute to my predecessor Alec Leishman, who carried out the role with

greatdistinctionforthepreviousfiveyears.

Reports like this are a great way for LHA to be accountable to our tenants for what we have achieved in the last year, and to outline our plans for the future. Our aim, as always, is to make tenants’ homes and services as good as they can be.

During the last year, the pace of change at LHA has been pretty much non-stop, and the sheer amount of work being carried out across the organisation has been really impressive.

This is only possible because of the dedication and hard work of LHA’s voluntary Management Committeeandourprofessionalstaffteam.Wehavethebitfirmlybetweenourteeth,soyoucan rest assured that our journey of change and improvementwillcontinueuntilwe’vefinishedthejob.

Through this report, we have tried to do four things:

• First, we have reported on our achievements in doing the things we said we would in our Business Plan for 2017/18. The Chief Executive’s report tells you more about this.

• Second, we have provided a brief resume of LHA’s income and expenditure during 2017/18. Full copies of our accounts are availableonrequestfromLHA’sofficeorfromthe Scottish Housing Regulator’s user friendly website www.scottishhousingregulator.gov.uk.

• Third, we have provided information about our performance in meeting the Scottish Social Housing Charter. The Charter sets out the standards that the Scottish Parliament has decided every social landlord should be meeting.

• Fourth, we’ve taken a look to the future, by setting out the main priorities the Management Committee has set in the Business Plan for the current year, 2018/19.

It’s worth starting this report by looking at what LHA is trying to achieve. This is best summed up in our Mission, Vision and Values.

Our Mission

Todeliverhighqualityandcosteffectivehousing services designed to meet the needs of existing and future customers. To work in partnership with others to create thriving communities that people want to live and work in.

Our Vision

Creating and sustaining lasting, unique, vibrant homes in stable, popular, and ambitious urban communities.

Our Values

• Customer Driven• Honest• Accountable• Transparent

LHA’s Business Plan gives the Management Committee a clear road map for achieving all of this. The Plan sets out the practical actions we will take to achieve LHA’s goals, the resources we need to deliver results, and the risks we might need to look out for and overcome along the way.

LHA’s plans are not just about what we do, how we do it is also really important to us. So we are making sure that everyone in the organisation is focused on the goal of service excellence for our customers. The Management Committee has a major part to play, by providing strong leadership basedoneffectivegovernanceandfinancialmanagement.

LHA’sManagementCommitteeandourstaffteam have a great opportunity to provide a brighter future for our tenants and for our local communities in the wider Linthouse area. We will not let you down.

John Clark Chairperson

Chairperson’s Introduction

4


Chief Executive’s Review of 2017/18

AsChiefExecutiveOfficer(CEO),the most important part of my job istoleadLHA’sstaffteamandworkwith the Management Committee to deliver the strategy and Business Plan the Committee has set.You can read later in this report about the plans set out in the LHA Business Plan for 2018/19. Before that, I would like to set out a summary of what LHA did to deliver last year’s Business Plan. Along with the report on our performance in meeting the Scottish Social Housing Charter, this should give a good picture of what LHA did and what we achieved last year.

Reflectingon2017/18,LHAachievedagreatdealindeliveringforourtenants,whilealsolayingfirmfoundations for doing even better in the future.

The Scottish Social Housing Charter: LHA’S Performance Report for 2017/18


5



Investment in Tenants’ Homes

We know from your feedback that this is a top priority for many LHA tenants.

During 2017/18, LHA:

• Startedthefirstofmanymajorrepairscontracts to bring our tenants’ homes up to modern day standards. The initial contract started in January 2018 and involved works to 234 LHA homes. This included new boilers, kitchens and bathrooms and work was completed in July 2018.

• Put on site a 38-home comprehensive tenement improvement project at Hutton Drive, having secured £2 million in external grant funding.

• Received further grant funding of £707,085 during the year to improve the quality of our housing stock.

• Continued to negotiate our future grant funding package with Glasgow City Council.

• For the period 2015-22, LHA’s recent and planned investment totals £13.8 million. This is made up of £8.3 million in grants from the City Council and £5.5 million of LHA funding.

• Completed feasibility studies to build 49 new homes at Drumoyne Primary School and to remodel LHA’s very sheltered housing at Eldergrove into 11 amenity bungalows for age 55+.

• Began to make lasting changes to our repairs and maintenance services, by procuring 12 new maintenance contracts that will provide better value for money.

6


Providing Services to our Tenants

TheaffordabilityofLHA’srentsandthestandardofourservicedeliveryareamongthemostcriticalareasfor LHA to get right.

During 2017/18, LHA: • Improved our performance statistics on service

deliveryinanumberofareas,includingallfiveareas where the Scottish Housing Regulator had previously signaled a need for improvement in LHA’s performance.

• The Scottish Housing Charter information later in this report provides a full picture of our performance results for service delivery during 2017/18.

• Set our lowest rent increase in over three years (2.9%for2018/19).

• OfferedsomeofthelowestrentsinGlasgowand Scotland as a whole.

• Implemented a strategy for LHA’s sheltered housing when external funding was withdrawn,

managingthesignificantchangesinvolvedwithout major upset or disruption to tenants.

• Enteredintoahighlycost-effectivepartnershipwith Southside Housing Association, to make a handyperson service available to older LHA tenants. This service is now up and running.

• Obtained funding of almost £80,000 from Glasgow City Council for 29 medical adaptations to help older and disabled tenants stay in their own homes for longer.

• Decided to carry out a full review of all rents and service charges during 2018/19, to ensure fairness in our rent levels across all of our housing stock.



7

LHAcontinuedtomakesignificantchangesineachoftheseareasin2017/18.Thisreflectedthe Management Committee’s wish to make sure that LHA is a well-governed and well-managed organisation,haseffectiveleadershipandiscapable of meeting promises to tenants.

During 2017/18, LHA: • Achieved a smooth transition in LHA’s

chairperson, as Alec Leishman stood down and John Clark was elected.

• Said goodbye to two committee members(StephenDornanandPaulMcVey),wholeftwithourthanksfortheircommitment and contribution to LHA.

• Welcomed two new co-opted committee members(MaryRayandCatherineRosenthal).

• Re-financedexistingloansbysecuringa25-year loan on favourable terms from Unity Bank.

• The loan facility will be used to achieve improvements to our existing stock and can also be used to support new developments.

• Made substantial progress in implementing our Improvement Plan for governanceandfinancialmanagement.

• Approved new Standing Orders, which set out the procedures for managing governance within LHA.

• Completed 23 policy reviews, to guide our governance and operations.

• Beganaseriesofstaffingstructurereviews, covering the LUV Café, LHA’s shelteredhousingandLHA’soffice-basedstaff.

• AgreedcommunitybenefitswithGasSure and CCG in relation to the contracts undertaken by them.

• Continued to provide Modern Apprenticeships,withourfirsttwoapprentices successfully completing theirfirstyear,andacommitmentmadetooffertwofurtheryear1apprenticeships in 2018/19.


Governance, Finance and Organisational Management


8 Financial Management Results for 2017/18

1 The grant income shown does not include grants received for the comprehensive tenement improvement works at Hutton Drive. Accounting rules mean that this type of grant funding is capitalised rather than shown in our Statement of Comprehensive Income.

Income

Rental Income £4,276,343 85.0%

Grant income1 £88,487 1.8%

Other Activities £82,530 1.6%

Interest Receivable £10,336 0.2%

Grants released from deferred income (allocatinggrantincome received over the useful life of the asset funded by the grant) £572,480 11.4%

TOTAL 5,030,176 100.0%

Source: LHA Audited Accounts for 2017/18, Statement of Comprehensive Income

TheAssociationcontinuestobeafinanciallystrongorganisation.

In the year to 31st March 2018, LHA achieved a surplus of £862,397. We will retain the surplus to fund our future planned maintenance programmes.

Financial Management Results for 2017/18

During 2017/18, LHA had TOTAL INCOME of £5,030,176. This was made up as follows:

LHA sources of Income in 2017/18

85%

11%2%

2%

Rental Income

Grant Income

Other Activities

Grants released from deferred income

Repairs and Maintenance Expenditure

In 2017/18 we spent £2,748,696 on repairs andmaintenance.Thiswas55%ofLHA’stotalincome for the year, which means that 55 pence in every £1 of our income was spent on works to LHA homes.

Just over £1.5 million was spent on our componentreplacementproject(mainly

replacementkitchensandboilers)andthework that started on the comprehensive improvement of four closes at Hutton Drive.

The overall breakdown of repairs and maintenance spend was as follows:

Type of Work Amount Spent % of all Expenditure

Routine & Void Repairs £ 568,413 56%

Planned & Cyclical £629,282 23%

Property Additions Including components £1,551,001 21%

TOTAL £2,748,696 100%


9Financial Management Results for 2017/18

During 2017/18, LHA had TOTAL EXPENDITURE of £5,030, 176. This was made up as follows:

Expenditure Item Amount % of all Expenditure Description

Management & Maintenance Administration Costs £1,507,536 30.0%

Staffcosts,consultancysupport,officerunningandoverheadcosts

Service Costs £212,318 4.2% Additional services provided to Linthouse tenants

Planned & cyclical maintenance including major repairs £629,282 12.5%

Major repairs, external painting, environmental costs and gas safety checks

Reactive maintenance costs £568,413 11.3% Routine maintenance costs Including day to day repairs

Depreciation of social housing £890,087 17.7% Allocating the cost of an asset over its useful life

Other Activities £247,172 4.9% Costs of supported housing, factoring and wider role

Mortgage Interest & other similar charges £72,863 1.4% Bank interest paid on our loans

Other Expense Items £40,108 0.8% Other Expenditure

Fundsretainedtofinance planned maintenance £862,397 17.2% Funds for the future

TOTAL £5,030,176 100.0%

Source: LHA Audited Accounts for 2017/18, Statement of Comprehensive Income

LHA Types of Expenditure 2017/18

30%

4%

13%11%

18%

5%

1%1%

17%Management & maintenance administration costs

Service costs

Planned & cyclical maintenance including major repairs

Reactive maintenance costs

Depreciation of social housing

Other activities

Mortgage interest & other similar charges

Other expense items

Fundsretainedtofinanceplannedmaintenance

Thesearejustasmallselectionofourfinancialresultsfor2017/18.Pleasecontacttheofficeif you would like a full copy of LHA’s audited accounts, which were presented to the Annual General Meeting in September 2018.


10 The Scottish Social Housing Charter: LHA’S Performance Report for 2017/18

What is the Charter?The Scottish Social Housing Charter sets out the standard of performance that all housing associations or registered social landlords (RSLs)inScotlandshouldbeachievingfortheir tenants and other customers through the housing services they provide.

Why is the Charter important?• It puts a focus on the quality of the

service provided and on the tenant’s experiences

• Itdefineswhatisimportanttotenants

• It states in clear and plain language what RSLs should be delivering for their tenants and customers

• It gives a renewed focus on tenant participation.

What is the purpose of the charter?The Charter is there to make sure that RSLs like LHA strive to improve the quality and value of their services.

How will the charter do this?• The Charter tells you what you can

expect from LHA

• The Charter tells LHA to ask YOU what is important to you

• The Charter helps the Scottish Housing Regulator to measure and compare the standard of the services provided by all RSLs in Scotland, including LHA.

Our Annual Report on the CharterEach year we issue tenants with a performance report to outline how we have performed against each of the Charter outcomes. The Charter outcomes cover:

• Equalities

• The Customer/Landlord Relationship

• Housing Quality and Maintenance

• Neighbourhood and Community

• Access to Housing and Support

• Value from Rent and Service Charges

• Other Customers.

This report tells you about LHA’s performance on the various Charter outcomes in 2017/18 and how this compared with 2016/17. Throughout the report, when we say “last year” we mean 2017/18(thetwelvemonthperiodfrom1April2017to31March2018).

The report also tells you how our performance in 2017/18 compared with:

• The average for all social landlords in Scotland

• The average for a group of local housing associations(Elderpark,GovanandLinthouseHousingAssociations)

Equalities LHA strives to comply with equalities legislationandtoprovideafirstclassservicethat recognises our customers’ individual needs.Ourstaffunderstandthatcustomersand stakeholders all deserve to be treated fairly, with respect, and to have equal access to our housing and housing services. We did not receive any complaints during 2017/18 relating to a failure to meet these standards.

Your quick guide to the Scottish Social Housing Charter

The Scottish Social Housing Charter: LHA’S Performance Report for 2017/18



THE CUSTOMER/LANDLORD RELATIONSHIP

Percentage of tenants satisfied with the overall service provided by their landlord

Thepercentageofourtenantssatisfiedwiththeserviceweprovidehasremainedstableandabovethe Scottish average this year. During a period of considerable change within the organisation, we are pleased that we remain on par with other local landlords in terms of service delivery. We will continue to developchangesthatprovideafirstclassservicetoallofourcustomers.

Thepercentageoftenantswhofeltsatisfiedwith how well we kept them informed fell slightly from the level in 2016/17. This may have been caused by problems we have experienced during the year with our website but we are working to have this improved and back online very soon.

Our Customer Services Teams are always available to answer your questions and we provide regular updates in our newsletters; at Annual General Meetings; and at our Resident Panel meetings. Resident Panel members have provided valuable input into a number of the publications we send you, including the newsletter, Business Plan Summary and the 2018/19 rent consultation information.

LHA 2016/17

LHA 2016/17

LHA 2017/18

LHA 2017/18

92%

95%

92%

92%

Communication & Participation

Akeygoalforourstaffistoimprovetherelationshipwehavewithourtenants,othercustomers,andthe wider community. We are committed to developing services that meet the needs of the community and we know this depends on developing better opportunities for communication and input whether individually or in residents groups.

Percentage (%) tenants who feel landlord is good at keeping them informed about services and decisions

2017/18 Scottish Average 90%2017/18 Average of local housing associations 92%




Tenant Participation

Percentage (%) tenants satisfied with opportunities given to them to participate in landlords decision making

We are delighted that our tenants’ satisfaction with opportunities to participate in decision making remains higher than both the Scottish average and the average for other landlords in the area. We were recently involved in the Friends of Elderpark community event which gave us the chance to encourage communication and participation. We are aiming to do more of this in the coming months.

LHA 2016/17

LHA 2017/1895% 95%




HOUSING QUALITY & MAINTENANCE

Scottish Housing Quality Standard

OurperformanceinmeetingtheScottishHousingQualityStandard(SHQS)improvedlastyearandisbetter than the average for other landlords in the area. This is due to improvements we have carried out, including our Comprehensive Tenement Improvement Programme in Kennedar Drive and Hutton Drive. Further progress will be made through our investment programme, and the creation of our new Asset Management team.

New tenants satisfied with the standard of their home when they move in

Our performance remains better than the average for local landlords and is the same as the Scottish national average. Our planned programme of improvement work will ensure the quality of our housing stock continues to improve. In addition, the improvement work will reduce the need for extensive repair work when properties become empty.

Existing tenants satisfied with the quality of their home

Lastyear’sresultsareasignificantstepintheright direction, but we still have a way to go to meet tenants’ expectations. The Management Committee sees investment in LHA’s existing homes as a top priority. As a result, investment in the quality and maintenance of your homes will be the focus of our newly formed Asset Management Team and we are also working hard toputinplacethelong-termfinanceneededtomeet our investment plans.

LHA 2016/17

LHA 2016/17

LHA 2017/18

LHA 2017/18

71%

75%

77%

81%

Percentage (%) properties meeting SHQS year end



LHA 2016/17

LHA 2017/1893% 90%




Repairs and Maintenance

Repairs Performance

Average hours to complete emergency repairs

Average working days to complete non-emergency repairs

Percentage (%) reactive repairs completed right first time

Last year, the average times it took LHA to complete repairs were well within our target timescales, and substantially better than the Scottish national average times for housing repairs. Our performance in carrying out repairs rightfirsttimewasnotasgoodasin2016/17,although it was still better than the local RSL average and the Scottish average.

We are committed to providing a fast and reliable repairs service to all of our customers. Our repairs and maintenance targets are:

• To complete all emergency repairs in under 4 hours

• To complete all non-emergency repairs in under 5 days

• To complete all of our reactive repairs right firsttime

LHA 2016/17

LHA 2016/17

LHA 2017/18

LHA 2017/18

2.02

3.44

2.34

3.82

2017/18 Scottish Average 3.962017/18 Average of local housing associations 2.19


LHA 2016/17

LHA 2017/1899% 93%




Average hours to complete emergency repairs

Repairs Satisfaction

Percentage (%) tenants satisfied with repairs service

We recognise an improvement in tenant satisfaction with the repairs and maintenance service this year but there is still work to be done to bring our performance up to the Scottish average and the satisfaction levels of tenants with other local landlords. In response to this we have introduced a number of improvements, including the setting up of the new Asset Management Team and the re-procurement of a large number of our maintenance contracts. We have recently been working on the re-procurement of themainreactiverepairscontract,andthenewcontractshouldbefinalisedlaterin2018.

LHA 2016/17

LHA 2017/1880% 82%




Anti-social behaviour

Number of anti-social behaviour cases per 100 homes

NEIGHBOURHOOD AND COMMUNITY

Complaints Performance Information

Percentage (%) 1st stage complaints responded to in full within SPSO timescales

Percentage (%) 2nd stage complaints responded to in full within SPSO timescales

Wehadpoorperformanceinhandlingcomplaintsin2016/17.Asaresult,allstaffwhodealwithcustomersreceivedtrainingfromtheScottishPublicSectorOmbudsman(SPSO).TheSPSOsetstherulesfor all public service providers when dealing with customer complaints. It also investigates cases where customers are unhappy with the way their complaint has been handled. LHA now has a better approach todealingwithcustomercomplaints.Ourstaffhavebeentrainedtorespondtocomplaintsquicklyandresolve the issue, and we also make sure that any lessons learned from complaints are used to improve the service that we provide.

LHA 2016/17

LHA 2016/17

LHA 2016/17

LHA 2016/17

LHA 2017/18

LHA 2017/18

LHA 2017/18

LHA 2017/18

79%

67%

82%

4.8

100%

100%

93%

5.9





Anti-social behaviour cases resolved within local target



Thenumberofcasesofanti-socialbehaviourincreasedslightlythisyearbutstaffperformanceinresolvingthem within target has improved.

WehavebeeninvolvedinpartnershipworkingwithstafffromPoliceScotland;CommunityandSafetyServices; Govan, Elderpark and Glasgow Housing Associations; and local Councillor Bailie Kane to tackle serious anti-social behaviour in the local area. The purpose of this new partnership is to provide residents with a better response to anti-social behaviour and crime when it occurs. We still depend however on our tenants and local residents reporting crime and disturbance to make sure our community remains a safe place to live and work.

Tenant satisfaction with the management of the neighbourhood

Percentage (%) tenants satisfied with management of neighbourhood

Tenant satisfaction with how we manage the neighbourhood has improved this year and is now better than the Scottish average and the average of other local landlords. The Resident Panel has worked with us closely to identify and deal with environmental issues, and we look forward to this partnership continuing.

LHA 2016/17

LHA 2017/1884% 89%




Abandoned Properties There was however a reduction in the number of tenants who abandoned their properties last year, with the number falling below the average for the other landlords in the area. If the reduction is maintained, this will help LHA achieve a more settled community.

Tenancy Sustainment

Tenanciessustainedformorethanoneyear(2016/2017)

This measure tells us how many new tenancies which started in 2016/2017, remained in place for more than a year. Our performance dipped meaning fewer new tenants remained in their homes for over a year than in the previous year. As we build more homes suitable to the needs of our tenants and applicants wewouldexpectthisfiguretoimprove.

ACCESS TO HOUSING & SUPPORT At the end of March 2018, we had 822 people on our housing list and we allocated 132 properties during the year.

The majority of turnover in our stock is in the Linthouse tenement properties. This limits the choice availabletoourexistingtenantswhomayneedtomovetoadifferenttypeorsizeofhouse.Thisiswhy LHA is looking to build new homes. Our aim is to build properties which meet the changing needs of households and prevents them from having to move out-with the area to get a house that is right for them.

LHA 2016/17

LHA 2017/1824 15

Properties abandoned

2017/18 Average of local housing associations 21

LHA 2016/17

LHA 2017/1889% 83%

Percentage (%) of all tenancies began in 2016/17 that remained in place for more than a year

Lets to existing tenants


Lets to housing list applicants

Lets from other sources

Lets to statutory homeless

Our letting target

Our Performance (ActualLets)

20%5%

40% 35%

11% 0%

67%21%



VALUE FOR MONEY/RENTS AND SERVICE CHARGES

LHA’srentsremainsignificantlylowerthantheaveragesforotherlandlordsintheareaandthenationalaverageforallhousingassociationrents,particularlyforsmallerhomes.TherentyoupayhelpstofinanceLHA’s service delivery, including our repairs and maintenance service, investment in the housing stock, andalltheotherservicesthatweprovidenowandinfuture.Weknowthattherecanbesignificant–andsometimeshardtojustify–differencesinrentsacrosstheareaswemanageandfordifferenttypesofproperties. LHA will address this during 2018/19 by reviewing our rent policy and structure.

Landlord Name

1 Apt - Average weekly

rent


rent


rent


rent

5+ Apt - Average weekly

rent

Total - Average weekly

rent

Linthouse Housing Association £50.76 £62.26 £72.61 £79.65 £97.30 £69.08

Elderpark Housing Association £65.64 £68.47 £76.96 £92.76 £110.25 £76.12

Govan Housing Association £68.71 £66.04 £76.10 £85.26 £101.10 £73.28

ScottishAverage(allRSLs) £71.43 £79.76 £80.39 £88.87 £98.47 £82.28

Average of local HAs £61.70 £65.59 £75.22 £85.89 £102.88 £72.83

%LowerLHARentisthantheScottish RSL Average 29% 22% 10% 10% 1% 16%

%LowerLHARentisthantheaverage for local HAs 18% 5% 3% 7% 5% 5%

Rent Collected

We improved our performance in the amount of rent we collected last year. Rent collection remains a top priority for the Customer Services Team, particularly as Govan recently moved on to the Universal Credit full digital service. This is a radical change in how tenants receive help to pay their rent and how the associationcollectsrentforhouseholdsinreceiptofbenefits.CustomerServicestaffwillfocusonhowwecan support tenants in receipt of Universal Credit to help ensure they do not fall into arrears.

LHA 2016/17

LHA 2017/1898% 99%

Percentage (%) of rent collected of the rent due


Average weekly rent charges

The following table provides details of:

• our average weekly rent charges• the average weekly rents charged by the

other landlords in the area

• the average weekly rents for RSLs in Scotland

• thepercentagedifferencebetweenLHArents and the Scottish RSL average

• thepercentagedifferencebetweenLHArents and the average of local rents



Empty Properties & Time to Re-let

Our performance in managing the amount of rent lost due to empty homes improved this year because we now take less time to re-let available homes. LHA’s renewed focus on improving the

quality of our housing stock should reduce the amount of repair work that is needed when our properties become empty. This in turn will lead to a quicker re-let period and a reduction in rent loss.

Gross rent arrears as a percentage of the rent due

The introduction of Universal Credit poses a challenge to tenants and the Association, especially asLHA’sgrossrentarrears(allarrearsowed,includingthosethatrelatetounpaidhousingbenefit)increasedlastyear.

Staffarefocussedonreducingrentarrears,forexamplethrougharrearspreventionworkanddeveloping stronger links with the various support agencies that can help tenants pay their rent.

In addition, we have developed closer links with local agencies to help tenants get online to make claims for Universal Credit and access sources of help and advice. Our plan is to develop our own digital strategy to improve availability in the local area alongside easier access to welfare rights advice.

LHA 2016/17

LHA 2016/17

LHA 2016/17

LHA 2017/18

LHA 2017/18

LHA 2017/18

29

1.1%

6.9%

23

0.9%

8.3%

Percentage (%) of rent due lost through properties being empty

Percentage gross rent arrears of rent due

2017/18 Scottish Average 312017/18 Average of local housing associations 20

2017/18 Scottish Average 0.7%2017/18 Average of local housing associations 0.7%

2017/18 Scottish Average 5.2%2017/18 Average of local housing associations 7.0%

Average number of calendar days to re-let properties



OTHER CUSTOMERS

Management fee charged (£) per factored property

Wearecommittedtoprovidingafirstclassfactoringservicetoallofourfactoredownersandwearestriving to make improvements in this area. We believe that a mix of tenures supports a more balanced and thriving community.

The following table shows the management fee that we charge to factored properties:

Factoring Services

The Scottish Average is not the most reliable comparison, since a number of housing associations factor former local authority homes which need less management input than the sandstone tenements factored by the three local housing associations in Greater Govan.

Satisfaction with the factoring service we provide

Satisfaction with the service we provide to factored owners reduced substantially in the last year, but LHA’s performance remains higher than the Scottish national average and other local landlords. We will continue to focus on the management of our factoring service and building stronger relationships with owner occupiers in the area, so that we have a better understanding of what creates dissatisfaction and can act accordingly.

LHA 2016/17

LHA 2016/17

LHA 2017/18

LHA 2017/18

81%

£102.08

69%

£109.55

Percentage (%) tenants who feel landlord is good at keeping them informed about services and decisions

Management fee charged (£) per factored property

2017/18 Scottish Average 66%Elderpark Housing Association 50%

Govan Housing Association 57%

2017/18 Scottish Average £86.79Elderpark Housing Association £107.60

Govan Housing Association £114.22


22 Summary of LHA’s Business Plan for 2018 to 2021

Summary of LHA’s Business Plan for 2018 to 2021

The Business Plan sets out LHA’s vision and aims for the future, and the actionswewillbetakingtoachievethese.TheBusinessPlanaffectsallofourtenants,sowehopeyoufindthissummaryinteresting.

LHA’s vision and future direction Everything starts with the Management Committee setting a clear vision for the future, in otherwordsthedifferenceLHAwantstomakeinthe years to come.

LHA VISIONTo create and sustain lasting, unique vibrant homes in stable, popular, and ambitious urban communities

Tenants’ Priorities

To help achieve this vision, the Business Plan sets six objectives, each of them supported by an action plan for 2018/19. The objectives in the Business Plan are:

• To deliver excellent services and performance.

• To provide quality homes in an attractive environment.

• To be more than just a great landlord.

• To make sure LHA has strong strategic governance.

• TosustainLHA’sfinancialstrength,anddeliver value for money.

• To develop our leadership and people.

LHA is starting from a strong position. We have:

• A skilled and committed Management Committeeandstaffteam.

• Ahealthyfinancialposition.

• Positive partnerships with the Residents Panel, Glasgow City Council and other public bodies.

• Good standards of service delivery in most areas.

• A strong commitment to delivering much-needed investment in tenants’ homes, after a lengthy period of under investment.

• Having a high quality repair service.

• Improving tenants’ homes, to meet modern day standards and help keep energy bills down.

• Keepingrentsaffordable.

• Providing value for money.

The Business Plan addresses all of these issues.

We know from the feedback we receive that some issues are particularly important to tenants, for example:


Summary of LHA’s Business Plan for 2018 to 2021 23

Business Plan Action List

Deliver Excellent Services and Performance

Target for this year

Actual performance

2017/18

Average hours to complete emergency repairs Within 4 hours 2.3 hours

Average working days to complete non-emergency repairs Within 5 days 3.8 days

Percentageofreactiverepairscompletedrightfirsttime 95% 93%

Percentage of properties with gas safety record renewed by the anniversary date 100% 99%

Grossrentarrears(currentandformertenants) 7% 8%

Average number of days taken to let empty properties 15 days 23 days

Percentage of rental income lost due to empty properties 0.75% 0.9%

Percentagetenantssatisfiedwithrepairscarriedoutinlast12months 85% 82%

We will also carry out the following actions in 2018/19, to develop and improve our services:

• Appoint a new contractor for day-to-day repairs and work to empty houses.

• Monitor the quality and cost of service delivery by our new gas contractor, Gas Sure, so that tenantsreceiveafirstclassservice.

• Increase our personal contact with LHA tenants who will be moving on to Universal Credit, so that we can support tenants while at the same time preserving LHA’s income from rents.

• Carry out Customer Excellence training for ourstaff.

• Implement a new Listen, Hear, Act culture in LHA. This will aim to achieve higher customer satisfaction, less waste in how we work, and “rightfirsttime”resultsforLHAcustomers.

• Continue our partnership working with the Residents Panel, and begin work on a new Tenant Engagement Strategy, so that we get the customer voice at the heart of all we do.

• Makeourservicesmoreefficientbydeveloping our Information Technology and Communications systems, and by introducing a new LHA website that we will be easier for customers to use.

LHA will aim to achieve the following targets for our repairs and housing services in 2018/19:



• Prepare and begin to implement our programme for investment in tenants’ homes over the next three years. ThiswillinvolvesignificantlevelsofMajorRepairs, so that properties meet the Energy EfficiencyStandardforSocialHousingandScottish Housing Quality Standard. Works will include the installation of 108 new boilers, kitchens and bathrooms, plus a pilot project to replace windows and repair external stonework.

• Carry out an audit to ensure LHA is meeting its legal responsibilities for the safety of tenants’ homes.

• Advance our plans to build new homes on the site of the former Drumoyne Primary School.

• Achieve a site start in early spring 2019 to convert Eldergrove into 11 amenity linked bungalows.

• Budget for the buy back of around 9 shared ownership homes at Barnwell Terrace.

• Commission a Masterplan to guide LHA’s future strategies for asset management, investment and new build developments.

Provide Quality Homes in an Attractive Environment

LHA will take the following actions in 2018/19:


25Summary of LHA’s Business Plan for 2018 to 2021

LHAmustbeawell-managedandfinanciallystrong organisation if we are to provide tenants with the services they want at a price they can afford.

LHA we will take the following actions in 2018/19:

• Make the changes set out in our Improvement Plan for governance andfinancialmanagement,andasrecommended in planned independent reviews into these areas of our work.

• Review the contributions made by our voluntary committee members, and provide any training and other support that committee members need.

• IncreasethesizeoftheManagementCommittee to a “full house” of 15 members (nowachieved,followingthe2018AnnualGeneralMeeting).

• Continue to review all out of date governance,financeandservicepolicies.

• Complete our programme of internal audits for 2018/19, and put the internal audit service out to tender for the next 3 years.

• Strive to achieve a “low engagement” rating with the Scottish Housing Regulator.

Be More than Just a Great LandlordLHA’s top priority will continue to be providing our customers with excellent housing, repairs and investment services. We also know that our area has some of the highest levels of deprivation and inequality in the whole of Scotland. We want to address this, by providing opportunities that willbenefitlocalpeople,andservicesthatmakeour communities clean, safe and inclusive places to live.


• Continue to host and fund the Money Matters service.

• Help tenants get online, so that they can manage their claims as Universal Credit is rolled out.

• Consult tenants on alternative uses for the LUV Cafe premises to complement LHA’s Business Plan.

• Launch a new LHA website.

• Identify a new use for the former warden’s officeintheLanglandsmultisandthecommunal facilities in Elderhouse, to address social isolation among older tenants, in partnership with voluntary and health and social care partner organisations.

• Appointahousingassistant(specialprojects)tooffersupportwhererequiredtoaccesshealth, social care, and social activities to assist tenants sustain their tenancies and promote well-being.

Strong Governance and Financial Control



The Business Plan shows that LHA has the financialresourcesneededtodeliverourstrategy,as long as we raise additional funds to help deliver our ambitious programmes of Major Repairs and development over the next 10 years or so. Some of this investment will be directed to new building, but the vast majority will go towards bringing LHA’s existing housing up to modern day standards. Investment in our existing housing will be the overriding priority.

We intend to raise the extra funds needed by:

• Securing as much grant funding as possible from Glasgow City Council.

• Raising additional loans, in addition to £5.5 million already raised earlier in 2018.

Our Business Plan shows an annual rent rise of 1%aboveinflationuntil2026/27.Wewillregularlyreview this approach. We recognise that we need to develop a fairer and more consistent approach to our rent setting, to address the fact that some ofourrentlevelsthataresignificantlylowerthancomparable LHA properties.

Raising additional income from rents is not an easy choice, but it is a necessary one. If LHA Business Plan did not include an increase in rentalincomebyinflationplus1%until2026/27,the value of the major repairs programme would need to be reduced, and the planned investment work relating to replacement windows, heating systems, stone work repairs and kitchens would take much longer to complete.

Improve Financial Strength and Deliver Value for MoneyLHA will take the following actions in 2018/19:

• Arrange new loan facilities for major repairs, new build and the conversion of the sheltered properties at Eldergrove which are all due to commence in 2019/20 and beyond.

• Commission an independent rent restructuring and rent policy review for completionin2018/19,tobeputintoeffectfrom April 2020.

• This will look at rent levels for all LHA properties, and seek to make rents more consistent for homes that are of a comparable sizeandtype.Wewillconsultfullywithtenants on this aspect of our plans, before making any decisions.

• Develop an annual Value for Money statement and approach that makes sense to our tenants.

• Achieve all our operational targets and improveoperationalperformance(letting,rents,voids,factoring,managementcosts).

• Manage our services in line with or better than budget assumptions.

We have tested various “what ifs” to make sure the Business Plan can withstand changes in costs and income, for example due to the expansion of UniversalCredit.Overall,thefinancialprojectionsin the Business Plan show that LHA can meet its long-term obligations for the management and maintenance of the housing stock and the debt repayment.


27Summary of LHA’s Business Plan for 2018 to 2021

Develop our Leadership and Staff

LHAisfortunatetohaveaverycommittedstaffteam.Wewillsupportanddevelopourstaffand our ways of working, to help achieve LHA’s future goals.


• Produce and deliver a new plan to address the training and development needs of all LHAstaff.

• Reviewourstaffstructuretomakesureitcan support our Business Plan actions and our customer excellence ambitions.

• Provide work experience and learning for four Modern Apprentices in housing and estate caretaking.

• Develop new internal and external communications plans, including a new staffforum.

• Explorewiththestaffforumhowwecouldofferhealthandwellbeingsupportforstaff.

LHA’s Management Committee will track our progress in meeting all of the actions described above. We look forward to keeping customers informed through our regular Newsletter and providing a full round-up of our performance and achievements in next year’s Annual Report.


Linthouse Housing Association, 1 Cressy Street, G51 4RB

Tel: 0141 445 4418

www.linthouseha.com @linthouseHA

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