Annual General Meeting 2017

1. Annual General Meeting 2017 • Chair’s Report • 19 September 2017 • Maureen Morris

2. AGM 2017 Chairs Report • The ARC return • What we have done in the last year to improve services – satisfaction report • Committee and Staff Updates • Our plan for the coming year

3. AGM 2017 Chairs Report • Net rent arrears at 3.06%; • Low void losses at 0.41%; • Our overall tenant satisfaction shows 89% survey which shows a close alignment with the Improvement Plan • Embedding the Customer Opinion Panel; • Completed the Governance Improvement Plan; • Completed an affordability assessment and rent restructure; • Consolidated the Committee appraisals, training and succession planning to ensure the strong governance of the Association; • Completed our staffing restructure and appointed our full management team; • Adjusted services to address the effects of welfare reform; and • Spent £1m on planned and reactive maintenance costs.

4. AGM 2017 Chairs Report • We also carried out: • 37 smoke alarm, heat detector and CO detector installations; • 4 Gas central heating systems; • 22 Boiler replacements; • 114 properties with external wall insulation; • 10 Closes with new roofs; • 46 Kitchens; • 3 Bathrooms; • 25 Adaptation to properties; • 1 rewire; • 1 major removal of asbestos from our properties; and • 3 Full decoration to common closes.

5. Staff and Committee updates • We had 11 committee members and held 18 Meetings in total; • Committee also represented you at EVH, SHARE and EHRA events; • Committee attended a number of meetings with the Scottish Housing Regulator; • Committee attended development meetings with the city council.

6. Annual General Meeting 2017 • 2017-2018, looking ahead. • We will: • Begin our refreshed asset management 30 year plan; • Review service charges to make them fairer and easier to understand • Look at boosting our estate warden service • Improve our relationship with our tenants

7. Annual General Meeting 2017 • Director’s report • 19 September 2017 • Martin Wilkie-McFarlane • The Place to Be

8. 2016/17: a year of progress • Interim Director finished in post at the beginning of June 2016 • The appointed manager and thus the statutory intervention ended on 30 November 2016 – a major milestone for Wellhouse • Closure of the 99 items on the improvement plan with the regulator • A business plan was created for the year, supported by an operational plan and a renewed approach to risk management • New approved policies, procedures and codes of practice followed by all staff and committee • Recruitment of new Director from 23 May 2016 and remainder of the management team by the year end and the finalisation of the staffing restructure; • Completion of the rent restructure; • Introduction of Frontline Futures model;

9. Housing Manager’s summary • From October 2016, our frontline housing staff have been working differently; they are encouraged to self-manage and take greater levels of responsibility. • Staff are empowered to make good decisions for tenants. • Creating a culture of working for and with their tenants. • The Housing staff aim is to deliver a one stop approach offering tenants an “all-inclusive” service. • Attitude and Behaviours are a priority for us. • Patch “managers” made up of Officers, Assistants who have responsibility for rents, allocations, voids, tenancy and estate management and ensuring high levels of satisfaction. • Our priorities are to meet our customers needs and ensuring our policies and procedures are fit for purpose and customer focussed.

10. Senior Maintenance Officer summary • We have had another busy year and have made two new additions to the maintenance team. We are very pleased with the impact Alex Hogg and Jonathan Danks have made since being appointed in their posts. We have been receiving very positive feedback from our tenants and contractors about our new team. • External Wall Insulation • Flooding Issues Wellhouse Crescent • Planned Maintenance Programs

11. Finance Manager summary • Highlights from 2016/17 Accounts • Turnover - £3.6 million • Operating Costs - £2.8 million • Surplus for Year - £441k • Housing Properties - £40 million • Cash - £1.5 million • Housing Loans - £8.8 million • Revenue Reserves - £4.1 million • Loan Financial Covenants Compliance

12. Looking ahead • Constant improvement in our culture and how we work with our tenants; • New ways of delivering services; • Full review of the Allocations Policy; • Value for Money; • Living and delivering our vision and values.

13. Regulatory Engagement • We have completed our Governance Improvement Plan; • Our statutory intervention has ended; • The report on the Intervention was published on 30 June 2017; • We remain on High Engagement. • The cost of the Intervention was reported as £222,000 in the regulator’s report • and; • the total cost of “putting things right” , including the cost of intervention over the entire period was £563,439.

14. AGM 2017 • 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

15. Questions? Wellhouse – the Place to Be