2015/16- AGM
2015/16 Key Highlights
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I take up post of CEO at end July 2015
Healthy demand for all our housing stock and low void rent loss
High levels of customer satisfaction
Started comprehensive rehab of 8 x flats at 15 Kennedar Drive thanks to
50 % grant funding from GCC
Secured £1.4 million in grant funding from GCC to acquire an additional
19 tenement flats in Linthouse in 2015/16.
Phase 2 of our stock condition survey complete with another 240 units
inspected ( 40% of our stock) to update our approach to planned
maintenance
Started a review of staff structure with 9 staff voluntary leaving/left our
staff team, and 10 new staff joining us in a restructured organisation, from
September 2016
2015/16 Maintenance Highlights
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Invested in stock over £ 3.8 million in
Property Maintenance and acquisitions
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Planned Major repairs included work to MSF
balconies and replacement of electric
storage heaters
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Cyclical maintenance contracts included
Gas Servicing, grounds maintenance, close
painting, and gutter works
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Secured funding of £57,000 from GCC for 18
medical adaptation to help tenants stay in
their homes longer
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Carried out 4,366 reactive repairs
Investment in Repairs, Maintenance, and Property
Acquisitions for 5 Year Period- 2011-2016
Planned
& Cyclical
Property
additions
including
components
Year
Routine & Void
Repairs
11/12
£1,090,433
£2,185,540
£612,760
£3,888,733
12/13
£700,304
£293,804
£216,022
£1,210,130
13/14
£662,717
£259,080
£266,443
£1,188,240
14/15
£760,520
£523,550
£875,945
£2,160,015
15/16
£753,325
£410,527
£1,846,603 *
Total
£3,967,299
£3,672,501
£3,817,773
Total
£3,010,445
£11,457,573
Excellent Performance in Managing Empty Properties
2015/16
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1361 applicants on our waiting list at
31 March 2016 - we re-let 97 empty
houses in 2015/16
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Of the 97 re-lets 8.2% (8) went to
existing tenants, 81.4% (112) to people
on our direct waiting list, and 13%
(10.4) to referrals from GCC.
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It took an average 14.1 days to re-let
our homes, compared to Scottish RSL
average time of 29 days
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We lost £19,287 or 0.5% of total rent
due because homes were empty,
compared to Scottish Average rent
loss of 0.9%
Rent Collected & Rent Arrears 2015- 16
 Total amount of rent collected £3.77million
which is equal to 98.5% of the rent due
 At end 2016 the total value of gross rent
arrears = £310,849 or 8.07% of the rent due
 This unpaid rent = 124 new fitted kitchen’s
 LHA performance is 3.72 % above the 15/16
Scottish RSL average for total gross arrears =
4.3%
Money Matters 2015/16
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Suzanne Quinn at Money Matters offered
569 customers money and welfare rights
appointments
Money Matters service is paid for from
50% SLAB grant and 50% LHA funding
It cost LHA £18,000 to buy in Money
Matters services and this investment
generated a massive £775,946 in
additional income for our customers
Support services like Money Matters are
essential to help customers deal with
challenging issues of such as welfare
reform
Our Customer Priorities 2015/16- You told
us that you want to see:
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Improvements to our
housing stock
Improvements to
management of
neighbourhood
More Community
Involvement activities
Our New staff structure with
more front staff line will
help us deliver customer
priorities
LHA Customer Satisfaction 2015/16
Compared to Scottish RSL Average
% All
RSL’s
15/16
7 Key Indicators of Customer Satisfaction
% LHA
15/16
% LHA
14/15
1. % LHA homes meeting Scottish Housing Quality Standard
97%
98.6% 93%
2. % tenants who feel their landlord is good at keeping them
informed about their services and decisions
97.3%
93%
3.
94.5%
91%
Overall satisfaction with the services provided Linthouse
4. % of tenants satisfied with the opportunities given to them
to participate in their landlord’s decision making
processes
92.2%
90%
92.2%
96.4%
86.5%
5. % Tenants who feel that the rent for their property
represents good value for money
79%
88 %
83%
6. % of tenants who had repair and maintenance carried out
were satisfied with the service they received
87%
87.8% 90%
7. % tenants satisfied with the management of the
neighbourhood they live in
88%
75%
86%
Linthouse Residents Panel
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Role is to help us to reviewing key
performance areas
Working with us to ensure we and other
neighbourhood service providers such as
GCC Land & Environmental Services are
aware of aspects of local services which
need improving
In 2015 LHA won TPAS Best Practice in
Involving Customers Award
Peter McCarthy our Residents Panel
Chairperson was awarded runner up of
Scottish tenant of the year by TPAS in
2015
A full programme of Customer Panel
meetings will be arranged when new staff
start
A fresh approach to the future
Committee have taken a lead role in the change management
process at LHA to secure the Association’s long term future as
a highly effective modern housing organisation
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A key first step was to approve the new staff structure which
is designed to focus Committee and the staff teams energy
and resources on delivering ( copy of new staff structure in
your handouts) :
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Excellent customer services
Excellent value for money
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Committee will continue to involve staff and customers in our
review process to help us to identify the changes we need to
make to continuously improve our services
Your Committee- Looking After Your Local
Housing Association
In the next 12 -24 months Committee will continue to
worked on our developing approach to the future by:
 Agreeing a new Business Plan,
 Reviewing Maintenance and Asset Management Plans
and Strategy,
 Approving Clear Operational Plans for Customer Service
and Business Support & Finance Departments
 Setting Challenging targets for staff and committee to
work towards
 Working closely with SHR to address issues Highlighted
in our July 2106 Regulation Plan( copy in your handout)
 Welcoming 2 x Co-optee’s onto our Committee - Gordon
Laurie and Paul McVey to help with the changes
I am really looking forward to Sept 2017 AGM to update you
on the progress we have made