Annual General Meeting 2018

1. Annual General Meeting 2018 • Chair’s Report • 27 September 2018 • Maureen Morris

2. AGM 2018 • Reports will be delivered by the chair and the management team members; • Our auditors will be invited to comment on our accounts; • Elections will take place; • Garden Competition winner will be announced; • Prize draw for members; • A questions wall – you have been provided post-it notes for the questions: please place them on the wall and questions will be selected; • After the formal AGM you will be able to ask questions of the staff and committee and the Director welcomes all feedback; • Tea, Coffee and a hot buffet will be provided.

3. AGM 2018 Chairs Report • 2017/18 – a year of forward momentum!

4. Regulatory Engagement • We reported at last year’s AGM the we fully completed our Governance Improvement Plan and that the statutory intervention had ended, whilst we remained on High Engagement. • At the end of 2017/18, our engagement reduced to medium and we have had positive feedback about our business plan, financial plans and asset management strategy. • We continue to work with the Scottish Housing Regulator in a positive and constructive manner. • There has been zero expenditure on regulatory engagement or directly related costs since last year’s AGM.

5. AGM 2018 Chairs Report • Your elected committee in 2017/18 – • Held 11 committee meetings in the year and our AGM.  2 of these meeting were observed by the SHR who had sight of all reports and minutes for 2017/18;  • Held 4 audit and risk sub-committee meetings; • Scheduled 23 days of internal audit days in 2017/18 conducted by Wylie Bisset, reviewing the following subjects - property management, health & safety and gas safety, rental income & arrears management, void management, I.T. systems, rechargeable repairs, and follow up review, as well as our external audit processes (including our FRS102 compliant accounts and assurance statement); • Had our revised approach to risk verified by independent consultants, RSM; • Had a business planning day to review year 3 of our plan and approve our asset management strategy. Copies of these have been submitted to the SHR and are formally reviewed by the committee each quarter;

6. AGM 2018 Chairs Report • Ran a (second) review day to carry out a self-assessment against the regulatory standards, facilitated by consultant Linda Ewart. This assessment has been submitted to the SHR - we meet all 6 standards although we focus on continuous improvement; • Conducted a third consecutive year of committee appraisals and are acting upon continuous improvement and our approved succession planning policy; • Reaffirmed our approach to equalities & diversity and promoted this to tenants, applicants, staff and stakeholders; • Adopted new privacy, ethical standards, sustainability and value for money statements and promoted these through our website, social media and newsletters; • Welcomed the SFHA and their colleagues from England, Wales and Northern Ireland to Wellhouse to discuss with committee members and senior management, the challenges for Boards of community based housing and the impact of the full role out of Universal Credit;

7. AGM 2018 Chairs Report • Submitted our returns timeously and accurately to the SHR, OSCR and the FCA; • Held tenant scrutiny, supported by TIS, through our customer opinion panel, had quarterly satisfaction phone surveys carried out and verified independently and run consultation events with respect to rent increases and allocation changes, supported by TPAS; • Assured ourselves as to safety of our tenants homes, including checking any external cladding for fire retardancy and loose panels; • Continued networking with our colleagues in EHRA which included campaigning and lobbying, service improvement and benchmarking performance, social welfare projects and initiatives, employment and training for local people and training for EHRA staff and committee and hosting a tour for SFHA and SHR board members, and; • Launched a new website, based upon our values and the ‘open all hours’ report by the SFHA and firmed up all approaches to accessibility of information via leaflets, newsletters, open events and social media..

8. AGM 2018 Chairs Report • The committee have also – • represented you at EVH, SFHA, SHARE and EHRA events; • attended a number of meetings with the Scottish Housing Regulator; • attended meetings with the city council to explore future development options; • worked closely with the Director and the management team in guiding and shaping the direction of Wellhouse HA; • approved the business planning, asset management strategy, budgets and financial planning and a raft of strategic policies.

9. Annual General Meeting 2018 • Director’s report • 27 September 2018 • Martin Wilkie-McFarlane • The Place to Be

10. AGM 2018 Director’s Report • Last year, I promised: • no more expenditure relating directly to the intervention, which had cost up until then £563,439 – there has been no expenditure in this respect in the last year; • to rework the reception area to make it more welcoming and deal with tenant confidentiality issues – this has been done; • to review the allocations policy – we have disbanded choice based lettings and moved back into the Common Housing Register in Easterhouse; • Constant improvement in our culture and how we work with our tenants – this continues to be a work in progress and your feedback is welcome; • New ways of delivering services – our housing and maintenance staff are much more visible out and about and in the office and we have delivered a new website and social media outlets; • Focus on Value for Money – we have cut the costs in a number of areas of the business and continue to keep this as a focus; • Look at rents and service charges – we did not apply any rent increase over inflation after tenant feedback and delayed any review of service charges.

11. AGM 2018 Director’s Report • In addition, as an organisation we have: • Re-joined the Scottish Federation of Housing Associations as a professional body; • Attained a number of charter marks from the Chartered Institute of Housing; • Worked to retain an interest in the vacant sites in Wellhouse to put us in a strong position for the future provision of new housing; • Re-affirmed our position as an ethical, not-for-profit business who operates solely for the community of Wellhouse. • Focussed on being the best we can be

12. Maintenance Manager summary • We have had another busy year and have invested £950k of planned maintenance works in our properties. • This included: • Replacement windows to our townhouse properties in Phase 4G • Kitchen Replacements to Phase 3 & some of Phase 4G • Bathroom Replacements to Phase 1 • Smoke alarm upgrades to meet new legislation • Boiler Replacements

13. AGM 2018 Maintenance Manager Report • We carried out the following renewals

14. 2017/18: a year of progress • We developed our Asset Management Strategy. • Continued to consult with our tenants with electric heating systems. • Worked in partnership with Citrus Energy to tackle fuel poverty. • Achieved 98% compliance in Energy Efficiency Standard in Social Housing (EESSH) 2020. • Secured an apprenticeship for a local person through our Gas Service Contract. Well done to Adam Robertson. • Worked with our partners at E.H.R.A on a number of procurement and environmental projects.

15. 2018/19: the year ahead • Consult with our tenants and other partners on our back court areas in Phase 1,2A and 2B. • Review and evaluate our Estate Warden Services. • Deliver £900k of planned maintenance investment. • Continue to work with Scottish Water in a positive manner on the drainage impact assessment for the area. • Procure our reactive maintenance contracts delivering community benefits and value for money.

16. Housing Manager’s summary • New look team: 2 new Housing Officers and new Income Advisor • Housing Team moved downstairs to improve Customer Service • Void/Allocation Performance • 59 properties let in 2018/19 • Void rent loss 0.36% • Days to let properties – 18.90 days • Now transferred to Common Housing Register and days to let properties is reducing to 13.72 days at 31st August 2018 • Common Housing Register consists of 8 Groups and we aim to allocate a percentage of properties to each group. Current targets are

17. 2018 Housing Manager Report • Group 1 – Homelessness (25%) • Group 2 – Urgent Needs (5%) • Group 3 – Overcrowded (20%) This includes internal transfer applicants who are overcrowded • Group 4 – Unsatisfactory Housing (20%) • Group 5 – Transfers/Under occupation (10%) • Group 6 – General Needs (10%) • Group 7 – Care & Support (5%) • Group 8 – Aspirational (5%) • The targets agreed are similar to the targets within the Common Housing Register partners.

18. 2018 Housing Manager Report • Rental Income Performance • Rent collected was 99.4% of monies due • Current arrears were £119,869.96 (3.97%) • At 31st March 2018 a total of 268 tenancies were in arrears for average debt of £447.28 • Customer Satisfaction • For satisfaction surveys, 332 tenants were contacted • Overall satisfaction with Wellhouse was 86.45% • 94.28% of tenants were satisfied with the opportunities given to them to participate in Wellhouse HA decision making • 89.16% feel we are good at keeping them informed about our services

19. Finance Manager summary • Highlights from 2017/18 Accounts • Turnover - £3.7 million • Operating Costs - £2.8 million • Surplus for Year - £653k • Housing Properties - £40.3 million • Cash - £1.5 million • Housing Loans - £8.6 million • Revenue Reserves - £4.7 million • Loan Financial Covenants Compliance

20. Finance Manager summary • Value for Money (VFM) • New Value for Money Statement produced in 2017/18 • Publicised on website • Commitment to saving £30,000 as part of 2018/19 rent-setting exercise • VFM savings to date in 2018/19:- • New improved utility contracts at The Hub • Subscriptions not being renewed • Facilities management contract being carried out in-house • Working group involvement saving on conference costs • 75% of commitment savings achieved by August 2018

21. Annual General Meeting 2018 • 2018/2019, looking ahead. • We will: • Create a new 3 year strategic plan; • Explore our options around developing new homes • Produce a plan for common areas, bin shelters and back courts • Produce a business plan for the Hub • Improve our relationship with our tenants

22. Questions? Wellhouse – the Place to Be