Dunbritton Housing Association

In 2021 the Board agreed to move towards the adoption of a more strategic Corporate Plan covering a three-year period from 2021 to 2024.

This Corporate Plan has been prepared by Dunbritton to set out our strategic objectives for the period 2024-2027. This Plan sets out Dunbritton’s Vision, Purpose, and Values, which provide the framework for the identification of our Strategic Objectives and enables Dunbritton to adopt a more

longer-term, approach that defines objectives that are the focus of the organisation’s activities throughout the period.

Delivery of the Corporate Plan is supported by annual department plans, which have a focus on operational activities and targets. The Plan identifies the contributions that each individual department’s activities and targets are expected to make to the achievement of Dunbritton’s overall objectives.

The Board will oversee the delivery of our Strategic Objectives through its ongoing monitoring of performance against the Plan. Operational monitoring through Internal Management Plans will be undertaken by the Management Team. This will inform the strategic direction and be monitored by the Board on a sixmonthly basis.

Our thirty-year projections and our performance demonstrate that Dunbritton is a sound, well-performing RSL. This Plan confirms that we have the necessary capacity to meet our obligations, and our stress testing demonstrates that we have the flexibility to respond to changing circumstances.

SECTION 1: Introduction

1.1 Our Corporate Plan

This plan acknowledges that, at its outset, the country is facing a significant cost-of-living crisis, which has severely impacted on many sectors within our society. In this plan we have attempted to consider the impact of the crisis and how best we can respond to support our tenants, provide services, and remain financially robust.

As of April 2024, we are celebrating our 32nd year of operation, consistently proving ourselves as a robust and forward-thinking organisation, renowned for our positive standing within the Scottish Housing sector.

1.2 Board Away Day

During our Board Away Day session in November 2023, facilitated by Linda Ewart, Consultant, the Board reviewed the Association’s vision, purpose, and values to ensure their relevance. The following decisions were reached by the Board.

That our existing Vision continues to service the Association well

“Dunbritton Housing Association’s Vision is thriving, diverse, healthy and safe communities that enhance the quality of life for our customers”.

Allan Murphy

SECTION 1: Introduction (Continued)

It was agreed that the organisation’s Purpose should be to:

• Support our customers to sustain their homes and enjoy a better quality of life in communities that are safe and attractive.

• Work with our customers, staff and partners to achieve our Vision.

• Provide good quality housing and services that are affordable and accessible.

• Sustain our estates and their communities.

The Associaton’s Values were reviewed, and the Board members confirmed that the Values remain sound:

• We listen and learn from our tenants & other customers.

• We are a responsible and caring social landlord and employer.

• We are open and accountable for everything we do.

• We are pro-active & innovative in dealing with opportunities and problems.

• We are honest, approachable, and reliable.

• We are respectful and will give fair treatment to everyone.

To conclude the day, Board members considered Dunbritton’s Strategic objectives for the next Corporate Plan and agreed they should be:

• Deliver excellent affordable homes and services to our customers where people want to live.

• Proactively engage with our tenants, partners, and regulators.

• Manage our business and resources responsibly by demonstrating strong governance and robust financial management.

• Be an inclusive and supportive employer.

Since our previous plan, we have continued to perform well in all aspects of our service and have ended the year on a robust financial footing. The appended PESTLE analysis identifies some of the challenges we will face. To combat these challenges, we will continue to review and develop our strategic approach to risk management.

We have in place an organisation that:

• Reviews and reflects our vision & purpose.

• Has the capacity to respond to external challenges, including changing political and economic landscapes, developing legal, regulatory and governance expectations, financial & other strategic risks and welfare reform, as well as the less obvious challenges around staff health & welfare.

• Is committed to both existing and future customers, through effective front-line service delivery.

• Prioritises legal and regulatory compliance and the implementation of good practice

• Is clear on its future direction including continued growth to address identified and anticipated housing needs in our areas of operation.

• Has a staff structure that is fit for purpose.

• Empowers staff to develop professionally.

• Continuously reviews its organisational capacity to enable responsive and proactive service delivery.

• Knows what we do well and what we could do better.

• Supports a culture of continuous improvement and customer focus.

1.3 Respecting Equality &

Diversity

We are committed to creating safe and inclusive neighbourhoods and an environment where people can live and work without experiencing any form of discrimination or harassment. All our Policies, backed by procedures, confirm our commitment to equality and diversity in everything that we do.

As a service provider and employer, we recognise the requirements of the Equality Act 2010, oppose any form of discrimination, and will treat all customers and stakeholders with dignity and respect. We embrace diversity and will ensure that all of our actions reduce barriers to employment and the services we provide. All Board and staff receive Equality and Diversity Awareness training.

“We are committed to treating everyone with dignity and respect. In delivering our objectives and in all our activities as a landlord, employer, business partner, and stakeholder, we will ensure that we consider equalities and human rights issues properly. We shall continue to adopt good practices that meet our legal and regulatory obligations in respect of equalities and human rights. We shall ensure that our policies and the services that we deliver are informed by external good practice. We shall monitor, both internal and external data to ensure that we deliver on our commitment to equalities and human rights.”

SECTION 2: About Dunbritton Housing Association (DHA)

2.1 Overview

Dunbritton Housing Association was registered in March 1992 without any housing stock. Since then we have invested over £86 million in land & stock acquisition and new housing development.

As of 31 March 2024, we own 983 rented properties of these, 16 properties (with 85-bed spaces) are classed as ‘non-selfcontained’ accommodation and are leased to a range of agencies that care for people with learning and physical disabilities. Within our ‘self-contained’ accommodation, we also have supported accommodation, including flats within a Women’s Refuge and individual properties purpose-built or adapted for specialist needs.

We also have an interest in 43 shared ownership properties and provide a factoring service to 356 private homeowners.

55% of our stock was built after 1999, which supports the Association in effective management and future planning by providing ample stock intelligence to shape the Asset Management Strategy.

2.2 Status

Registered with the Financial Conduct Authority (FCA), we are a ‘registered society’ under the Co-operative and Community Benefits Societies Act 2014. We are also registered with the Scottish Housing Regulator (SHR) as a Registered Social Landlord (RSL) under the Housing (Scotland) Act 2010 and are a Scottish Charity. Therefore, we are an independent housing organisation which has limited liability and will use any surpluses to further our aims and objectives.

2.3 Establishing Dunbritton Housing Association Limited

We were established in 1992 to operate throughout the former Dumbarton District Council area. The Dumbarton District Council promoted the establishment of the Association, following the completion of three feasibility studies examining housing needs in the district and the opening of a dialogue with Scottish Homes regarding the necessity for additional investment in housing. It was always intended that the new association would have a wide range of purposes.

Many of the assumptions in the Association’s ‘Early Action Plan’ (1991) were very speculative; however, they provided a starting point for action and a direction, identifying a specific remit for us, namely:

To tackle housing problems and to provide high standard rented housing and low-cost housing for sale throughout the rural and urban areas of Dumbarton District for people in housing need and on low incomes.

The Plan also highlighted our vulnerability as an organisation, starting without any housing stock and the need to achieve viability at the earliest possible date by building up a firm stock base. Following local government re-organisation in 1996, our area of operation remained the same but straddled the two new local authorities of Argyll & Bute and West Dunbartonshire. Since then, our areas of operation have expanded to take in Lochgoilhead, and Succoth, both in Argyll.

We are a strong and well-respected organisation operating across both local authority areas, delivering high-quality homes for rent and low-cost homeownership. We have also delivered numerous sustainable Wider Role projects in the communities we work in. Our ability to continue this at any significant level is currently constrained by the changes in the availability of government grant sources; we continue to secure grants from a variety of other sources to deliver projects.

2.4 How we are constituted.

We are constituted to ensure wide representation across our areas of operation. Our Rules were updated in September 2020, based on the SFHA 2020 Model Rules (Scotland) for charitable housing associations.

The objectives in the Rules are:

• to provide for the relief of those in need by reason of age, ill-health, disability, financial hardship or other disadvantages through the provision, construction, improvement and management of land and accommodation and the provision of care.

We are a not-for-profit organisation, and our activities are conducted in accordance with the principles of public life and having respect for the welfare of the people we serve.

Our Board can have up to fifteen members; we regularly review the collective skills, knowledge, and experience of the Board to ensure that we have a structured approach to succession planning and a planned recruitment process to ensure that we attract people who will enhance the current membership. We are committed to ensuring that the Board is representative of the communities we serve.

SECTION 3: How we are Managed: Governance, Control & Performance Management

3.1 Board Governance

As a Registered Social Landlord, Dunbritton is led by a voluntary Board of Management. The Board is responsible for setting Dunbritton’s strategy, priorities and direction, overseeing performance and compliance, ensuring that the organisation is resilient and financially sustainable and employing our staff. The Board has been closely involved in the development of Dunbritton’s Corporate Plan, agreeing on the strategic objectives, assessing risks, and setting priorities and performance standards. The Board oversees the delivery of the Corporate Plan through regular monitoring at scheduled meetings and periodic review at strategy days. Consultation with tenants contributes to the Board’s assurance that Dunbritton is meeting their expectations.

Currently, our Board has eleven members, including two co-optees. Board members bring a wide range of skills, knowledge,

experience and perspectives: our members include tenants, people who live or work in our communities and people who have a professional interest and commitment in supporting our work. All Dunbritton Board members are committed to promoting the provision of high-quality social rented housing that meets the needs and expectations of our tenants.

We are pleased to report that we have secured 1 co-opted Board member from each of our Local Authorities in our operational areas.

The Board meets at least 9 times a year and has 2 Committees: Audit & Risk (meeting twice a year) and a Staffing Committee which meets as and when required to deal with any significant personnel matters.

Details of the Board members are provided on page 11.

The Board recognises the importance of planning for the future, both for the organisation and for its membership. We

have been successful in recruiting Board Members with the right mix of skills, knowledge and experience to drive the Association’s strategic vision. Annual appraisals and skills audits of all Board members are conducted to provide assurance about the Board’s effectiveness and the contributions of individual members; part of this appraisal process looks at succession planning.

Our Succession Plan identifies the range of skills and knowledge that the Board needs to oversee the successful achievement of Dunbritton’s strategic objectives. We have also successfully implemented our constitutional requirement to review the continued effectiveness of any Board members who have completed 9 (or more) years’ service: currently, two of our elected members have given more than nine years’ service to Dunbritton. During the period of this Business Plan, the Board will elect a new Chair.

We are satisfied that we have an appropriate collective mix of skills and knowledge on the Board to face up to the challenges that we have identified and that the Board effectively scrutinises and challenges the information it receives from the Management Team. The Board has overseen the development of an evidence bank to support its ongoing assurance that Dunbritton is compliant with statutory and regulatory requirements, as well as our own performance standards and expectations. This supports the Association’s Annual Assurance Statement: our Board has been advised of the 2024 Engagement Plan from the Scottish Housing Regulator confirms our compliance. Details of the current Board members can be found on the Associations website www.dunbritton.org.uk

3.2 Management Team (MT)

The Management Team structure consists of the following posts.

Allan Murphy, Chief Executive Officer

Allan has worked in the Housing sector for over 30 years and joined the Association in November 2014 as a Customer Services Manager. He previously worked at a national Housing Association as Area Manager for the West of Scotland, providing housing & support services to over 2000 clients. Prior to this he was based at the Hamish Allan Centre and specialised in services for homeless people across the city of Glasgow. His qualifications include a Postgraduate Diploma in Housing Studies from Glasgow University, HNC in Business Studies and an SVQ Level 4 in Health & Social Care and he is a Chartered Member of the Chartered Institute of Housing (CIH) (Scotland). While studying for the Diploma in Housing Studies he was awarded the CIH Malcolm Smith Award’ for his housing dissertation. He was a Board member of Melville Housing Association from 2011 until 2018 and has also served on the Board of NG Homes in Glasgow.

SECTION 3: How we are Managed: Governance, Control & Performance Management (Continued)

Heather Maitz, Finance & Corporate Services Manager

Heather Joined the Association in November 2005, and has over two decades of experience in finance spanning both public and private sectors. She possesses extensive knowledge in areas such as treasury management, management accounts, budgetary control, risk management, and payroll. Additionally, Heather deputises for the CEO in his absence. Following a recent small restructure, Heather now oversees and manages two departments, as the Finance and Corporate services departments have merged. She is a Fellow member of the Chartered Managers Institute (CMI) and has qualifications including an HNC in Accountancy, a Diploma in Accountancy, an SVQ IV in Management, and completion of the Common Purpose Senior Leadership program. Currently, Heather is pursuing a PGDIP in Housing at the University of Glasgow. Moreover, she dedicated over 5 years to volunteering at Dumbarton Credit Union and now holds a position on the board at Knowes Housing Association.

Paul Sweeney, Asset Manager

Paul joined Dunbritton as a Maintenance Officer in 2012 and was appointed as Asset Manager in October 2017. Paul has a wealth of experience, having spent 30 years in the construction industry, primarily in local government and in social housing services. Paul’s roles included Building Services Inspector, Multi-trade Supervisor, Maintenance Officer, Senior Maintenance Officer and currently now as Asset Manager. Paul’s qualifications include Advanced Craft and Technicians certificates obtained from Clydebank College, a Higher National Certificate (HNC) in Building Inspection and Supervision obtained from Glasgow College of Building and Printing, a level 3 Institute of Leadership and Management qualification obtained from Clydebank College, CPD certifications in Legionella Awareness, Electrical Awareness, Fire Safety, and Asbestos Awareness. In addition, Paul progressed through the Institute of Leadership and Management levels at Clydebank College.

Robert Murray, Housing Services Manager

Robert was appointed to his post in 2020. Robert has over 30 years of experience in social housing and brings a wealth of expertise in delivering customer-focused services. Robert’s historical experience has assisted his housing team to address varying housing issues to help assist our customers that are facing difficult challenges. He has also held roles specialising in the alleviation of homelessness, housing support, and has extensive experience in housing management both within an urban climate and working rurally. His qualifications include a Postgraduate Diploma in Management Studies from Glasgow Caledonian University, HNC in Management Studies, SNC in Housing Administration and is a member of the Chartered Institute of Housing, (CIH) Scotland.

3.3 Performance & Benchmarking

We have in place a robust system of governance & internal controls, which are regulary reviewed an externally appointed auditor based on a 3 yearly Strategic Internal Audit Programme and Annual Plan. Our current internal auditor is Quinn Internal Audit, Internal controls are also subject to a further review as part of the annual external audit process.

Our Key Performance Indicators (KPIs) reported to the Board reflect the main performance indicators set by the Scottish Housing Regulator in the Annual Return on the Charter (ARC) Each year the Board check these indicators and agrees if they continue to adequately assist in the monitoring of the Association’s performance, at this stage they also review comparative Associations and the sectors upper performance (upper quartile) before setting targets for the following year.

The quarterly KPIs currently submitted to the Board of Management include:

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

Tenants who feel their landlord is good at keeping them informed about their Services & decisions.

Percentage of 1st and 2nd stage complaints resolved by the landlord (stage1).

Percentage of 1st and 2nd stage complaints resolved by the landlord (stage2).

Tenants satisfied with opportunities to participate.

11. Annual Gas Safety Check Complete.

12. Satisfied with repairs & maintenance service.

13. Tenants satisfied with neighbourhood management.

14. Percentage of tenancy offers refused.

15. Percentage of anti-social behaviour cases resolved within locally agreed timescales.

16. Percentage of tenancies sustained for over a year.

17. Tenants are satisfied that their rent represents good value for money.

18. Gross rent arrears as a percentage of rent due.

19. Rent Lost through properties being empty.

20. Average time is taken to re-let properties.

21. Factoring Arrears.

Completed Right First Time.

KEY

PERFORMANCE INDICATOR

To ensure that we are performing at the highest level we measure these indicators against a collection of benchmarks, being:

• Our Annual Return on the Charter (ARC) from the previous year.

• The Rural Benchmark (the average performance of rural housing providers).

• All Registered Social Landlords (the average of all social landlords).

• The top quartile performance of Social Landlords (the highest performing social landlords).

SECTION 3: How we are Managed: Governance, Control & Performance Management (Continued)

The Board also sets a target for each indicator at the start of the year to ensure we are focused on the results we are looking to achieve.

In addition to KPI reports, the Board receives quarterly governance reports that include links to updated publications from the SHR, Scottish Federation of Housing Associations (SFHA), the Office of the Scottish Charities Register, (OSCR), complaints, and Board Attendance.

As well as maintaining a culture of self-assessment and continuous improvement throughout the organisation, we participate in two benchmarking groups which assist us in ensuring that we are keeping up to date with best practices and in monitoring our own performance.

The two benchmarking groups are Scotland’s Housing Network (SHN) and the Quality & Efficiency Forum (QEF).

• SHN was established 1995 and is a consortium of local authority and housing association landlords working together to drive up performance, meet the demands of Best Value, and deliver quality services by means of benchmarking, peer review, good practice exchange, and information sharing. Benchmarking includes data collection, analysis, and reporting of cost and performance information. Results are fed back via a web tool, allowing organisations to view their current and historical performance in comparison to others. SHN has practice exchange forums, which Association staff attend on a regular basis. During 2019, the Association intends to explore the SHN’s Value for Money service as we are keen to benchmark with other RSLs in this area.

• QEF, established in 2008, currently has 30 RSL members, and membership is by invitation only. The forum meets quarterly to carry out statistical and process benchmarking at a more localised level. A key focus of the forum is improving service delivery and sharing examples of good practice. Annual Statistical Reviews are produced by QEF that compare our performance to the other members.

Details of Board Members

Sephton Patrick MacQuire Chair

Elizabeth McCurdy Vice Chair

Alistair Tuach Member

Garry Mulvaney (Argyll & Bute Council) Co-optee

Hazel Sorrell West Dunbartonshire Council Co-optee

Ian Davie Member

Julie Smillie Member

Stephen Humphreys Member

Chris Chalk Member

Fiona Craig Member

Andrew Cameron Member

Sephton MacQuire

– Chair

Elizabeth McCurdy –Vice Chair

Alistair Tuach – Secretary

Asset Manager

Paul Sweeney

Maintenance

Officers

Jim Cannon

Greg Marley

Sean Harwood

Dunbritton Staff Structure

Chief Executive Officer

Allan Murphy

Asset Management Assistants

Sharon Buchanan

vacant post

Asset Management

Co-Ordinator

Anne Marie

Somerville

Housing Services Manager

Robert Murray

Housing Officers

Lindsey Reid

Sharon Kane

Kirsty McGlashan

Lyndsey McGillion

Housing Services Assistants

Maureen Dods

Michelle Johnstone

Laura McGarvey

Finance & Corporate

Services Manager

Heather Maitz

Finance Officers

Marie Clare Freke

Samantha Shek

Una Renfrew

Governance & Compliance Officer

Claire Samain

Finance & Corporate

Services Assistants

Elaine Mackechnie

vacant post

SECTION 4: Our Operating Context, Challenges and Strategic Risks

4.1 External Environment

The Board has considered the environment in which Dunbritton operates and has agreed its strategic objectives as being to:

• Deliver excellent affordable homes and services to our customers where people want to live.

• Proactively engage with our tenants, partners and regulators.

• Manage our business and resources responsibly by demonstrating strong governance and robust financial management.

• Be an inclusive and supportive employer.

We recognise that there are significant challenges in the environment in which we operate. Our Corporate Plan shows that we are confident that Dunbritton is well-placed to achieve our objectives and meet these challenges: we have carefully considered how we should respond to and manage them.

RSLs have a strong reputation for resilience and innovation, and Dunbritton has demonstrated those strengths throughout our history. The current external environment is acknowledged to present several significant challenges for housing associations and their tenants. The effects of the global pandemic continue to be evident in workforce pressures, exacerbated in some sectors by the impact of the UK’s withdrawl from the EU; the wars in Ukraine and the Middle East have contributed to high fuel prices and the disruption of supply-chains; domestically, political uncertainty has contributed to economic uncertainty, which is compounded by reductions in public spending. These pressures have combined to drive inflation and interest rates to levels that are

unfamiliar in recent times; although inflation appears to be returning to around the Bank of England target, the UK remains in the grip of a cost -of-living crisis, which is having a profound impact on household budgets. The climate crisis and high energy costs are driving the sustainability agenda and transition to net-zero. Increased construction costs and demand for housing have exacerbated housing shortages, evidenced by the recent declarations of a ‘Housing Emergency’ by both of the local authorities in which we operate. Against this background, our business planning has been informed and supported by rigorous assessment to confirm that our plans can be delivered successfully.

The key external factors which affect Dunbritton have been considered using PESTLE analyses which are included on pages 47-48 of this plan.

In assessing the markets in which we operate, we have taken account of the risks and threats highlighted by the Scottish Housing Regulator, consultation documents, and requests for information. We also attend training events, seminars, and forums organised by the Scottish Federation of Housing Associations to express our opinion on strategic housing-related issues. We also attend regular strategic housing meetings in both West Dunbartonshire and Argyll and Bute local authorities. Within our areas of operation, we ensure we attend any short-term working groups that may impact the overall strategic direction of the association.

The Board and Management Team are confident that we have a clear understanding of our operating context and take a prudent and measured approach to our business operations.

4.2 Internal Management Planning

Our Internal Management Plan (IMP) uses a SMART (Strategic, Measurable, Achievable, Relevant and Time-based) approach to identify our operational objectives.

The IMP supports the delivery of our strategic objectives by providing a framework for our staff teams to deliver and support our highquality services to tenants, service users, and partners. We aim to ensure that Dunbritton is well-placed to attract and retain committed and professional staff and were pleased to be recognised as Investors in People with the award of Gold accreditation on November 2023.

The IMP ensures our operational objectives are linked to the requirements of the Scottish Social Housing Charter and the SHR Regulatory Standards and assists with the completion of our annual Assurance Statement. We are incorporating additional measures to monitor our compliance with tenant and resident safety requirements, in preparation for the SHR’s announced review of the Charter indicators in 2024/25.

SECTION 4: Our Operating Context, Challenges and Strategic Risks

4.3 Assessing Risks

Dunbritton’s current position as a successful and well-respected organisation with a proven track record would not have been achieved without a preparedness to accept carefully measured risk. We have a proven track record of delivering high-quality new build developments and providing desirable housing stock, spread throughout our areas of operation. Our approach to risk management and risk assessment is thorough and its importance is understood by staff and Board members. We have a standing Audit & Risk Committee which regularly examines the Risk Register. Our Risk Management Strategy details our approach to risk management.

We work closely with our Insurers (Zurich Municipal), who are at the forefront of risk management, and we have built on the work we have done with them to embed effective risk assessment and management techniques across the organisation. During the period of this corporate plan, we will continue to deliver comprehensive training for both our Board Members and Management Team to ensure that the Association maintains a good understanding of risk management and how both internal and external environments can impact the organisation.

Dunbritton maintains a Management Action Plan (MAP) to ensure we remain focused on identified and emerging risks and respond quickly to environmental change. This MAP takes account of immediate risks, those on the horizon, and potential risks in the coming years. To further strengthen our strategic direction, our process is audited and approved by our internal auditors.

A risk matrix forms the basis for risk scoring in our Risk Register. The Board is responsible for identifying the key Strategic Risks, which we consider to be current and most pertinent to our operations. Reviewing risk is key and fundamental to the success of any organisation. The Management Team is responsible for assessing and monitoring operational risks, and the management of these is included in the IMP objectives as well as team and individual staff members’ operational plans.

Our strategic planning has been informed by robust risk assessment: the Strategic Risks are set out below and our Risk Register details the action we are taking or plan to take to minimise and manage these risks. The Association recognises its responsibility to manage risk on behalf of our customers in the achievement of our Vision of providing thriving, diverse, healthy & safe communities that enhance the quality of life.

4.4

Current Strategic Risks

4.4.1 Welfare Reform

The programme of transferring responsibility for specified welfare benefits from the UK government to the Scottish Government is advancing, albeit at a slower pace than expected. The Scottish Governement has taken over responsibility for some benefits and has introduced new benefits, focussed on reducing poverty, particularly amongst children and families, using its devolved powers. We expect to see increasing numbers of tenants in receipt of benefits as a result of the impact of the cost -of-living crisis. The hospitality sector was particularly impacted by the COVID pandemic, and the sector has been slow to recover; Dunbritton has a significant number of tenants reliant on the hospitality sector within our rural areas of Argyll and Bute.

We recognise the requirement for early intervention and preventative work to maintain a low arrears position within the organisation. Despite the difficult economic environment for our tenants, we have been successful in maintaining low levels of arrears: our arrears are significantly below the Scottish average (As published in the ARC data for 2023/24). Our Welfare Reform action plan is reviewed on a quarterly basis and reported to our Management Board biannually.

Factors contributing to achieving this KPI include encouraging payment of rent in advance at the start of the tenancy, working with existing customers to achieve payment of rent in advance, introducing Direct Debits as a payment method, and having access to the DWP Universal Credit Portal to ensure notification of tenants claiming Universal Credit.

4.4.2 Operational Matters

In our comprehensive risk management strategy, the Board has examined various areas that might affect our sustainability based on our Management of costs and income which can impact our viability. These areas encompass

• Rent and Service Charges.

The challenge is to find a balance between charges that are affordable and generating sufficient income to cover costs. This balance has not been easy to achieve in recent years because of the impact of the pandemic and the ongoing cost-of-living crisis. The task at hand is to strike a delicate equilibrium between setting charges that are reasonable for our tenants while also generating enough revenue to offset expenses and make adequate provision to meet our future responsibilities. Achieving this balance has proven challenging in recent times due to the effects of the pandemic and the persistent cost-of-living pressures. Our financial planning has sought to ensure that Dunbritton has adequate long-term funds to maintain our properties in line with our Asset Management Strategy whilst maintaining rents at affordable levels for our tenants. In 2024/25, our rents have risen by 6%; our most recent tenant satisfaction survey recorded that 91.7% of tenants feel that our rents represent good value for money, compared to the Scottish average of 81.8%. Maintaining this position will be a particular focus for the Association going forward.

SECTION 4: Our Operating Context, Challenges and Strategic Risks (Continued)

• Developing new homes.

We’re focused on maintaining the financial viability of Dunbritton while upholding our ongoing pledge to expand and build more housing . We consistently assess opportunities, conduct scenario analyses, and evaluate the financial impact of new projects. In this planning phase, we aim to establish a tailored risk assessment framework to guide our evaluation of development prospects. Additionally, we’ll refine our procurement strategy to ensure that our asset management and development initiatives contribute to broader community welfare.

• Pursuing an active Community Regeneration (Wider Role) Strategy.

We have a strong track record in supporting communities and pursuing projects that go beyond the provision of homes for people in need. The Board supports the continuation of an active programme, but this must be measured against value for money as the resources to support the delivery of a programme are financed through tenants’ rents. The Strategy requires to be reviewed in this context.

• Government policy & spending review decisions impacting housing associations’ business plan assumptions.

Housing is a devolved matter in Scotland, but decisions made by the UK government or institutions impact the business of Scottish RSLs. The Scottish Government has stated its ambition that 77,000 new homes for social rent will be constructed by 2031, but recent financial settlements and, in particular, the budget for 2024/25 are unlikely to support the successful delivery of this target. As a result of sector representations, The Scottish Government has committed to

reviewing this target during 2024. In 2023, Argyll and Bute Council was the first local authority to declare a ‘housing emergency’; West Dunbartonshire Council made a similar declaration in 2024 and The Scottish Parliament declared a ‘National Housing Emergency’ in May 2024. Decisions in Scotland and nationally to limit funding for public services are increasing the pressure on RSLs to diversify service provision to compensate and maintain tenant satisfaction (e.g. with the condition of estates). The current economic climate is challenging for the Associaiton because of its impact on tenants’ ability to pay their rent and the costs of components, labour, and borrowing. The development of the Social Housing Net Zero Standard (SHNZS) is likely to prove challenging in terms of achieving the required transition to net-zero. This is not a challenge that is specific to Dunbritton.

• Brexit and Global Uncertainty.

The UK’s decision to leave the EU has put pressure on the supply and costs of materials, components, and skilled labour in the construction industry, which we are reliant on for the delivery of our development objectives. Conflict in Europe and the Middle East, combined with wider political uncertainty have also increased costs, interrupted supply chains and prompted economic volatility that is impacting on all aspects of our operating environment.

4.4.3 Asset Management

We envisage the following Risks with regards to Asset Management:

• Resourcing is required for meeting the transition to net zero (SHNZS), especially for rural housing stock without access to gas supply.

• Ever-changing legislation in relation to tenant safety and tolerable standards.

• Ageing stock challenges.

• Is our stock fit for purpose, particularly with an ageing population?

• Can we manage our stock to mitigate the impact of welfare reform?

• Is it safe to assume our supported accommodation tenancies are sustainable, with the correct level of rents and that there will be future demand for the property type?

• Are tenants able to live comfortably in their homes without facing fuel poverty?

(Section 6 further details our approach to Asset Management.)

4.4.4 Delivering our promises on Customer Service Standards

Following discussions with our Resident Consultation groups, we have established Customer Care Standards for key areas of service delivery. The Association has implemented mechanisms to closely monitor our performance to ensure we achieve customer expectations. In meeting these expectations, we will mitigate the under noted potential risks:

• Impact on Dunbritton’s reputation.

• Reduced customer confidence.

• Poor satisfaction survey responses.

• Poor Charter indicator outcomes.

• Adverse media & social media publicity.

4.4.5 Compliance with Regulatory requirements

The Board acknowledges that good governance is vital in everything that we do, and all Board Members and staff make an annual declaration of their commitment through the relevant Code of Conduct.

We annually review our compliance with the Regulatory Framework and seek to adopt an improvement focus in the development of our Annual Assurance Statement. We have also implemented an Improvement Action Plan to achieve continuous improvement and enable the Board to ensure that:

• The Corporate Plan and associated documents demonstrate strong and effective governance.

• Dunbritton remains fit for purpose and is future-proofing its services and plans.

• Dunbritton delivers ‘value for money’.

• Reports to the Board and Committees are appropriate, informative and have a strategic focus.

• We maintain sufficient Board membership to be compliant with our Rules and ensure that the Board has the skills, knowledge and experience to constructively challenge and scrutinise performance outcomes. We continuously review and re-set new targets to ensure that we deliver the highest possible levels of good governance across all areas of the Association’s business.

SECTION 4: Our Operating Context, Challenges and Strategic Risks (Continued)

4.4.6 Social & demographic changes

We have to ensure that we are fit for purpose now and in the future. We are committed to sustainability in our operations, managing our assets, and assisting our customers to retain their tenancies. We need to take account of changes in society and demographics to ensure that demand for our services and products remains healthy and that we can continue to meet our customers’ expectations. Data from the 2022 Census is beginning to be released which shows that since 2011, Scotland’s population grew by 2.7%, whilst the number of households increased by 5.7%. The proportion of people aged over 65 grew significantly and now accounts for 20% of people living in West Dunbartonshire and 27% of people living in Argyll and Bute (the highest proportion in this category in Scotland). Since Scotland’s population now has more people aged over 65 than under 15, this trend towards an ageing population is set to continue.

Areas for consideration include:

• Projected significant increase in households headed by persons aged 65 and over in the next 20 years.

• People living longer means greater demands on social and medical services and homes that are suitable for their changing needs.

• Growing number of households and an increase in demand for housing.

• Changing household sizes and changing needs for property types.

• Continuing welfare reforms impacting the Association’s rental income. The Association ensures that all customers are signposted to the relevant support agencies to minimise the impact of poverty and financial hardship.

• Ensuring that we keep up to date with technological advances and can provide a responsive service that reflects customer expectations.

West Dunbartonshire Council declared a housing emergency amid unprecedented pressures on the ability to meet the needs of those in social housing or seeking a Council property.

The Council stated it found itself with no choice but to declare a housing emergency because of stark figures including over 5500 households on the Council’s housing waiting lists, 274 people living in temporary accommodation and over 1000 homeless assessments being carried out.

Argyll & Bute declared a housing emergency due to a number of factors including increasing house price inflation, increased construction prices, reduced household incomes and a shrinking private rental sector driving up private rents.

SECTION 5: Financial Analysis

5.1 Introduction

5.2 Current Operating Environment

At 31 March 2024, based on our long term projections, we expect to have generated a surplus of around £950k with our net assets being stated at around £14.3m. Our cash levels are expected to be around £1.94m by March 2024. These figures are based on projections prepared in March 2024 in advance of submitting the SHR 5-year projections to the Board in April 2024. References to figures for 23/24 are based on draft annual accounts and the ARC return.

At the start of the period of this Corporate Plan, we are in a healthy financial position.

Stock levels at March 24 were 975 rented units and 43 shared ownership properties.

In considering the main assumptions to be employed within the business planning model we are required to recognise the current financial and political climate in which we operate.

The main factors we consider are:

• Global economic and political climate including post Covid, post Brexit, Ukraine and Middle East

• Recent high inflation……but reducing

• Higher interest rate but expectation of cuts

• Increased repair and maintenance costs

• Higher insurance costs

• High new build costs and uncertainty re grant levels, following recent cuts to the AHSP budget

• Future implications/impact of the Social Housing Net Zero Standard

• Expectation of service level improvements

Within this plan the following material assumptions should be noted:

• Further 137 new build units added to stock in first 3 years for 6 projects

• Inflation levels at 2% from year 2 and then over the plan period

• Real rent rise at CPI inflation only

• Voids and bad debts assumed at 1.3% to year 10, 1.75% to year 20 and 2% to year 30

• Planned maintenance costs based on internal projections

• Major repair costs total £38.9k per unit over the plan period

• Cyclical costs average £433 per unit over the 30-year period.

• Reactive maintenance costs average £550 over the plan period.

• Real maintenance cost increases at 0.5% per annum.

• Real increases of 0.5% in management costs annually until year 10.

• One added staff post from year 3

• All staff in the defined contribution pension scheme at an average 8% cost

• Interest rate pre-margin at 5.25% year 1, 4.5% year 2 and then 4% thereafter.

• Additional debt of around £6m to be arranged for new build developments

• Average annual spend of £27k on other fixed assets.

• Rent arrears assumed at 2% over long term.

Heather Maitz

SECTION 5: Financial Analysis (Continued)

5.3 Assumptions and Comment

5.3.1 Base Date and Stock Levels

All financial information is based on the 2024/2025 levels.

Our rented housing stock levels at the start of 2024/25 comprise 975 rented units and 43 shared ownership properties.

5.3.2 Rental Policy

Recent rent level comparisons (23/24) note the following information:

The 3,4 and 5 apt rent levels are lower than the average peer RSL rents.

In 23/24 there were 500 households where housing benefit or Universal Credit was paid directly to the Association. Total income from such sources was around 37% of gross rents and service charges.

These projections assume a CPI inflation-only rent rise. This is a current planning assumption and shall be considered on an annual basis. We recognise the potential for affordability issues in our rent levels and annually check our rents against the SFHA affordability tool. To date, this tool has confirmed that our rents are within the affordable levels for all household types.

Our ability to apply restricted rent increases will depend upon changes in the economy and performance compared with the approved business plan. In the event of a real 1% increase until year 5 the year 30 cash balance increases by £10.6m.

Gross rent arrears for mainstream units in March 2024 were 1.26%.

5.3.3 Voids and Bad Debts

For the 3 years to March 2023 void losses have averaged only (0.03%) with bad debts at an average of (0.08%). March 24 voids totalled nil. Void losses are projected at 0.3% for the first 10-year period, rising to 0.75% until year 20 and 1% until the end of the plan period. Bad debts are provided at a level of 1% per annum. This represents a material increase in rent losses over the period to reflect ongoing welfare reform and prudent financial planning. This increase is a business planning assumption as opposed to a specific target.

A 1% change in the overall level of voids and bad debts has a £2.9m impact on the projected year 30 cash balance.

5.3.4 Other Income

Our other incomes come from our factoring service, being the factoring management fee income, and also through the rental of our commercial property.

5.3.5 Major Repairs

Major repairs costs are based on the planned maintenance programmes produced internally and all costs are modelled on the basis of a 0.5% annual real cost rise (this assumption reflects the external stock valuation assumptions).

The overall cost provided is £38.9k per unit over the plan period at current values. Around 24% of spending is in the first 10 years, with 29% being spent in the middle period of the plan and 46% in the last 10 years.

A 10% increase in major repair expenditure has a £7.4m adverse impact that is capable of being managed.

SHQS compliance is currently sitting at 94.63% and further consideration of net zero matters shall continue and be reviewed in more detail once guidance and grant support are confirmed.

Taking account of our knowledge of the stock, we are satisfied that costs can be contained within the sums provided for in the financial model.

5.3.6 Cyclical Maintenance

Cyclical costs per unit are estimated at an average of £433 per unit over the planned period. These costs are based on existing surveys. Real cost increases are assumed at 0.5% per annum throughout the planned period of this Corporate Plan. These costs include paintwork, gutter cleaning, electrical checks, gas safety checks, grass cutting and open space maintenance.

5.3.7

Reactive Maintenance

In the 3 years to March 23, spending per unit has risen annually with costs at £365, £500 and £620 per unit. Costs have averaged £495 per unit in this period. Reactive costs per unit for 23/24 totalled £548.

Year 1 of our projections is based on a spend of £517 per unit with gradual additions to reflect new build completions. A real 0.5% cost rise is assumed annually and costs over the plan period average £550 per unit.

In the event of costs increasing by 10%, there is an adverse effect on the year 30 cash balance of £2.9m.

SECTION 5: Financial Analysis (Continued)

5.3.8 Management and Administration

The management costs detailed in our annual accounts refer to both staff and the overhead costs relating to the mainstream rented stock.

Management costs were £1,486 in 22/23 and were the lowest of peer RSL costs which averaged £1,672. March 24 figures were £1.648 per unit. Staff costs and a % of turnover are projected at a low 15.5% over the first 10 years with overheads also low at 4.92%.

Management costs are assumed as increasing in real terms by 0.5% per annum until year 10. This is a prudent planning assumption as opposed to a specific target. If the real rise in costs doubles to 1% then this reduces the projected year 30 cash position by £3.9m.

5.3.9 Other Fixed Assets

The long-term projections have included replacement costs for furniture, fittings and equipment over the plan period and an average annual spend of around £27k per annum.

5.3.10 Loan Finance and Stock Value

Loan debt at the start of the plan period is projected at-

• Santander

£2.4m

• Bank of Scotland

£9.5m

• CAF Bank

£4.3m

Around 55% of all debt is currently on a fixed rate basis with fixes expiring in 2026-2029.

Further facilities of around £6m shall be required to fund the new build projects and peak debt is in the initial years of the plan.

Variable rate debt assumes pre-margin lending rates of 5.25% in year 1, 4.5% in year 2 and 4% thereafter. Margins range from 0.24% to 2.55%.

Our loan covenant analysis within the full financial model confirms no issues with covenant compliance.

An increase in interest rates by 0.5% (and no rise in inflation) has an adverse impact of around £800k on the year 30 cash balance.

All housing stock secured to BOS and Santander was revalued in December 2022 with the CAF secured stock being revalued in July 2021. Stock is valued on an Existing Use Value basis. Stock secured to CAF Bank is valued every 3 years with BOS and Santander secured stock being valued every 5 years. There is excess asset cover for all arranged debt and it is currently projected that capacity exists to raise further loan finance of around £27m.

5.4 Sensitivity Analysis

Our main issues in terms of sensitivity analysis related to the ongoing control of management and maintenance costs as well as the rate of inflation and the level of void and bad debt losses.

Individual adverse scenarios modelled do not threaten the financial viability of the Association or the liquidity or loan covenant compliance position.

Some factors remain within our control such as rental policy (subject to affordability testing), staffing levels, the timing of maintenance contracts and any combination of adverse scenarios that would require to be managed by us on an ongoing basis. The combined scenarios assume no remedial action.

5.5 Risk Management

We regularly consider risks facing the organisation and update our risk register accordingly. Risks associated with net zero, the external environment, cyber security, regulatory compliance and new build activity feature as the main risks for us.

5.6 Summary

We have commenced the planned period with total reserves of £14.3m.

In the first five-year period surpluses of £5.9m arise and cash balances average £1.3m. Planned maintenance spend totals £6.7m, further debt is drawn down to support the new build programme and debt repayments total £13m including sums to be refinanced of £7.7m.

The next five-year period to year 10 project surpluses of £7.3m, a further reduction of £5m in debt levels and planned maintenance spend of £9.78m. Cash reserves average £1.6m over this 5-year period.

Thereafter the annual surplus position continues to improve averaging £1.85m over the remained of the plan period. Cash resources (as debt levels continue to drop) also increase at a significant rate with a final year 30 balance of £21.5m. Whilst we cannot expect to be precise over such a period of time it is sensible to project forward based on realistic assumptions of likely trends and expectations.

The bottom line cash position of the Association provides an indication of the level of comfort available to manage risk and changes in circumstances.

The base case financial model demonstrates a strong financial position with surpluses being achieved annually, a healthy cash position throughout the plan period, loan covenant compliance and positive KPI outturns.

We shall continue to produce our long-term projections on an annual basis. The short-term annual budget exercise considers the first 12 months of the plan period in detail and the quarterly management accounts shall be used to monitor the achievement of the short-term budget. As long as the short-term position remains broadly in line with the annual budget then the Association’s overall financial plans shall remain on target.

Debt - 30 Year Cash Flow: 2024-2054

£25,000,000

SECTION 6: Asset Management

6.1 Introduction

Our Asset Management Strategy is regularly reviewed and updated by our Board. This complements and informs our Corporate Plan, setting out priorities for the physical care and improvement of our housing stock as well as tenancy sustainment. We carry out internal ongoing Stock Condition Surveys of individual and targeted properties with the aim of covering our whole stock base over a 5-year period. Furthermore we validate our stock condition surveys using an external agency.

Paul Sweeney

Through our internal surveys, we are confident that our planned and capital programmes will meet our current need to both maintain and develop our housing stock. We also find that this is a useful exercise to measure the longevity of our components and allows us to plan accordingly for the future.

We have a number of objectives that underpin our Asset Management Strategy. These include:

• Providing good quality affordable homes to people in housing need and to those requiring care and support.

• Maintaining the stock to a ‘market-leading standard’.

• Maintaining a balanced portfolio through new build, acquisitions, remodelling, tenure diversification and redevelopment.

• Contributing to neighbourhood regeneration.

• Ensuring the stock complies with relevant regulatory requirements such as Scottish Housing Quality Standard, and deliver on programmes of work to meet the Energy Efficiency Standard for Social Housing (EESSH 2) or any proposed future standard such as SHNZS (Scottish Housing Net Zero Standard ).

• Aiming to maintain the continuing demand for our properties and quickly identify stock using our SCS info to inform data driven approach to assessing strategic investments/disinvestment/divestment options for our homes.

• Ensuring tenancy support where practical to enable tenants to sustain their tenancies.

• Ensuring resident involvement in any proposals for strategic development, major repairs and Wider Role activities.

• Ensuring we have resources to deliver on our Strategy.

• Embedding sustainability as a principle in all our activities by developing a sustainability plan.

All of our stock is currently in high demand and we have no ‘difficult to let’ properties. Our waiting list is extensive for both local authority areas of operation: Argyll and Bute and West Dunbartonshire. We recognise that we have ageing stock and we need to plan appropriately to cover maintenance and component replacement costs effectively, particularly in the current volatile economic environment. We also live in a society with an ageing population: the needs of our tenants will change as the age profile changes and we expect that this may result in an increase in the demand for adapted and ground floor properties. In addition, we have identified areas within our current development programme to assist our supported living clients which will allow us to meet their individual needs.

Our Asset Management Strategy analyses the suitability of our stock for the longer term. We are confident that we have a strong asset base and have met the requirements of the SHQS in the majority of our stock (94.67%).

We have 37 properties that do not meet SHQS, primarily due to low energy efficiency performance. These properties are located in Rosneath / Kilcreggan area and are off the gas grid. We are currently investing significantly in these homes by installing a range of energy efficiency measures, including, solar panels, external wall installation, replacement windows and doors, and installation of ASHPs (Air Source Heat Pump). We are confident that these investment works will improve the energy efficiency performance of the homes and contribute to a reduction in fuel bills for each household.

We have ensured the safety of tenants is paramount and delivered on compliance with the Scottish Government’s amended legal requirements following the Grenfell tragedy in 2017 by extensively upgrading all our smoke detection systems within our stock and installing a remote monitoring system for properties off gas grid.

We are working on ensuring our stock database contains sufficient information to inform our investment strategy for the achievement of the proposed SHNZ which will replace the EESSH2 standard . The Association is going live in 2024 with an integrated management IT system; this will allow us to record planned maintenance of components and to model future investments and scenario plans, once the system has fully migrated . The system is intended to be generic across all departments with the first part of the migration process taking place in the Housing Services and Asset Management departments , thus ultimately leading to smarter working practices across the Association.

SECTION 6: Asset Management (Continued)

Procurement is a continuous process for the association and is now embedded within the organisation. Our Procurement Strategy and policy review took place early 2024 to ensure we are fit for purpose to deliver effective services that provide quality and value for money.

We have introduced a programme of continuous improvement reviews as part of the procurement process which examines the services we provide in terms of cost, process, customer expectations and demands, customer satisfaction and performance. We will regularly compare our costs to those of other social housing providers to see where we can improve and we shall, where possible, make good use of framework agreements to ensure we implement good procurement practices at all times.

Tenants’/Residents’ Safety

The Scottish Housing Regulator places critical importance on tenant and resident safety as part of its regulatory oversight of social landlords in Scotland.

It is therefore important that the Board has a good level of assurance about how the Association is managing health and safety within the day-to-day operations.

Failure to comply with our legal and statutory obligations as a landlord could result in putting our tenants, residents, and members of the public at risk.

At Dunbritton we submit a 6 monthly report to the Board to provide assurance that we are fully compliant with the current legislation and good practice. We will continue to review this area of work to ensure the ongoing safey of our tenants and residents.

SECTION 7: Housing Services

Robert Murray

Introduction

Dunbritton Housing Association provides a comprehensive range of tenancy and neighbourhood management services which include;

• Allocations

• Rent Management

• Estate Management

• Anti-Social Behaviour

• Tenant Participation

Allocations

The Housing Services team are responsible for letting our empty properties, processing housing applications along with our partners at HomeArgyll ensuring we keep our housing waiting list up to date.

The HomeArgyll Steering Group is currently reviewing our Allocations policy, which should hopefully be concluded later this year. This will update the policy with current legislative changes and other locally identified issues.

Homelessness is increasing nationally bringing pressure to all Housing Associations in Scotland to let more of their properties to this client group.

Whilst we are aware of these increased pressures, we are also conscious that the need for housing is felt across all of our applicant groups, and we have continued to work with local authorities to provide 50% of all properties to homeless persons.

Our letting performance for year 2023/24 resulted in a total 43 mainstream lets which was a decrease on the previous year’s 46 vacant properties let, this again shows tenancy sustainment within our communities. We let our properties on average within 6.5 days which compares well with the Scottish average of 56 days.

SECTION 7: Housing Services (Continued)

Rent Management

With difficult times in recent years; Cost of living crisis, Brexit, the Ukrainian conflict to name but a few, the Housing team have successfully dealt with our tenants in reducing rent arrears for the 8th consecutive year. This helps the Association function more efficiently and alleviates any fears for our tenants by not having debts hanging over them.

The Scottish Government introduced legislation: Cost of Living (Tenant Protection) (Scotland) Act 2022, primarily to cap rent increases in the Private Sector and restrict tenants being evicted, this legislation ended on 31 March 2024, but we currently await an update on this legislation from the Scottish Government.

The Housing (Scotland) Bill 2024 will be introduced later this year. The Bill contains six main parts, addressing areas such as rent control, eviction procedures, tenant rights, and homelessness. It seeks to introduce measures to enhance tenant protections, prevent homelessness, and promote sustainable housing solutions.

MoneyMatters

www.dunbritton.org.uk

We introduced an information magazine called “Money Matters”, detailing who and where to access help & support for those who are experiencing financial difficulties. We are currently on our 4th edition of this 12 page advice booklet.

The Association through its partner organisation, Community Links Scotland, successfully received funding from various sources including Scottish Federation of Housing Associations (SFHA), the Lottery and the Scottish Governments’ Fuel & Food fund which were distributed to our tenants who were in most need. The staff at Dunbritton also contributed their own money to create the “Common Good Fund” which is still currently in operation.

Through the above funding we were able to successfully introduce an Energy Advice and Welfare Rights Service to our residents in partnership with Community Links Scotland and the Citizens Advice Bureau.

Our positive performance levels for the past 5 years are demonstrated opposite;

Rent Arrears Analysis 2020-2024

Arrears as % of Rent Due

Estate Management

Estate Management incorporates issues such as cleaning and repairs of communal areas, boundary issues, grounds maintenance, cleansing & bulk issues, parking, and the general use of communal areas.

Our Housing Officers systematically check our properties and the areas our tenants live in ensuring we are;

• Supporting our tenants to sustain their tenancies and have a better quality of life

• Providing good quality housing and services that are affordable and accessible to all

• Supporting the physical, social, economic and environmental regeneration of our estates and the communities in our area

• Enhancing the quality of life in diverse communities that are safe, sustainable and attractive

• Working with our customers, staff, and partners to achieve our Vision

SECTION 7: Housing Services (Continued)

Our satisfaction levels for Estate Management remain high despite satisfaction levels nationally falling in recent years. The comparison table opposite shows our satisfaction levels for 2023/24;

Tenant Satisfaction with Management of Neighbourhood % 2023/24

Each year we promote our “Good Neighbour” and “Garden” competitions. Our tenants take pride in their gardens and our annual garden competition generates a colourful display of flowers and creative presentations across Argyll and Bute and West Dunbartonshire. Our Competition Winners for 2023/24 were:

Garden Competition Winner (WDC)

Garden Competition Winner (ADC)

Good Neighbour Winner

Anti-Social Behaviour

We want our tenants to live in secure, safe environments where communities work together and flourish. We continued to work with our partners such as; West Dunbartonshire Council, Argyll and Bute Council, Police Scotland, support agencies and neighbouring Housing Associations to ensure we are delivering on this.

We recently reviewed our Anti-Social Behaviour policy: we understand from time to time neighbours may find themselves in dispute: whilst we are happy that the levels of such dispute are low across all of our areas, we continue to take anti-social complaints very seriously. The majority of neighbour complaints we receive are low-level (category-C) and relate to noise complaints.

Neighbour

Complaints by Category

We received 128 neighbour complaints in the year, 100% of which were addressed within locally agreed timescales.

Neighbour Complaints responded to within timescale

SECTION 7: Housing Services (Continued)

Tenant Participation

Tenant participation is how our tenants can help influence decisions made about the services provided by the Association. It provides an opportunity to develop partnership working between tenants and landlords to deliver excellent services.

We understand the importance of working with our tenants to improve our services, and for this reason, we have developed our Tenant Scrutiny Group and plan to introduce our “Armchair Critic Group” later this year. These groups will allow our tenants to provide feedback at varying levels.

Our Tenant Scrutiny Group (TSG) is made up of tenants who meet once every quarter at our office to discuss the services provided by the Association and give their thoughts on how the Association could make improvements.

Our TSG was reformed after Covid and have already reviewed services such as: Association publications: tenants report, annual report, newsletter, the DHA reception area and better signage externally around the office to let people know where we are. We recently concluded our review of our interim Tenant Participation strategy which is now a working document.

The future topics the group are looking at are: new tenant sign-up pack, kitchens to be installed in future upgrade programmes, our website, to name but a few. We plan to publish the outcomes from this group in our future newsletters to keep tenants informed of any improvements made, this will also be reported directly to our Board.

We were able to resurrect our Clydeview community room and established our Harbour group last year, both meet with our staff on a regular basis to discuss local issues. This year we hope to create more tenant participation within our communities by establishing more local groups within our developments.

SECTION 8: Economic, Environmental & Social Performance

Value for Money

What is Value for Money?

At Dunbritton working in partnership with Arneil Johnston we introduced a Value for Money strategy and a working model to ensure we achieve the right balance between the three E’s – economy, efficiency, and effectiveness. This means spending less, spending well, and spending wisely.

• Economy is the price paid for what goes into providing a service.

• Efficiency is a measure of productivity or how much is gained from what is put in

• Effectiveness is a measure of the impact achieved and can be both qualitative and quantitative.

Value for Money is high when there is an optimum balance between all three ‘E’s’; relatively low costs, high productivity and successful outcomes.

This can be seen in the Value for Money flow chart below:

SECTION 8: Economic, Environmental & Social Performance

In addition, we have introduced a programme of continuous improvement reviews as part of the procurement process which examines the services we provide in terms of cost, process, customer expectations and demands, customer satisfaction and performance. We will regularly compare our costs to those of other social housing providers to see where we can improve and we shall, where possible, make good use of framework agreements to ensure we always implement good procurement practices.

In 2023 we introduced a Value for Money Action plan that identified key areas of our operation that we wished to compare with other Housing Association’s in the sector. These areas included, neighbourhood satisfaction, former tenants’ arrears, EEESH compliance, repair volumes, emergency repair time scales, new build defects, and digital communication. The model will allow the Association to confirm where we are performing well but equally important where we can learn from other high performing associations. Training was provided for our staff to ensure that they understood the importance of Value for Money and are aware of how to identify ways in which the Association can improve its services. The staff teams were directly involved in the selection of key areas to evaluate.

To date our initial findings have been very positive for Dunbritton, however looking to the future we see Value for Money as a key area for our tenants and our Scrutiny panel and we will, with them, consider internal and external areas to evaluate.

Emerging Strategies at Dunbritton

Digital Strategy

Historically, the Association has always been focused on cyber security and we are members of the Scottish Business Resilience Centre. We also have cyber essential accreditation with the National Cyber Security Centre. In the past, we have employed ethical hackers to identify and mitigate cyber risks.

During 2024 the Association will commence work on our Digital Strategy that will be approved and implemented over the course of this Corporate Plan. We are currently working towards a cloud-based system and have recently connected with the Scottish Federation of Housing Associations to network and consider our direction of travel for the size of our organisation. We are mindful that our Strategy needs to be flexible given the rapid changes that can occur in this digital age. A key focus for our strategy will be establishing our digital culture, customer servicestenants’ portal, effective communication and consultation, cyber security, and staff development.

The term ‘sustainable housing’ is generally used to describe sustainable development as it applies to the housing industry. incorporating:

• Funding Constraints.

• Affordable Housing Shortage.

• Housing Quality and Safety.

• Social economic Inequality and Vulnerable Groups.

• Regulatory Compliance and Governance.

• Energy Efficiency and Retrofitting

• Minimising impacts on local biodiversity

The Scottish Government announced a Climate Emergency in 2019, which will impact on how housing associations throughout the country will plan and manage their housing stock in the immediate future. The Government has stated reducing emissions from Scotland’s homes and buildings by moving to cleaner heating systems is one of the most important things we can do to combat climate change.

Examples of clean heating systems are heat networks and heat pumps, as well as other electric systems like storage heaters. These don’t produce emissions when used unlike gas and oil boilers.

Whilst, the Scottish Government has acknowledged it will not meet its target of reducing greenhouse gases by 2030 it still intends to achieve net zero by 2045.

This poses significant challenges such as the condition of the properties, common repair issues, technical detailing of bespoke energy efficiency measures and statutory consents.

The challenges above will largely be influenced by cost, and all require further consideration whilst the appraisal of the different options for energy efficiency improvements are considered. This will require considerable planning and resource to reduce carbon emissions, improve the thermal performance of the properties and ensure that tenants are not living in fuel poverty.

During 2024 we will be working with a specialist advisor in Environmental, Social and Governance to assist the development of our Sustainability Strategy.

Sustainability Strategy

SECTION 9: More than just Housing

Community Support: Investing in Our Community

More than a Housing Association

During 23/24, the Association, in partnership with Community Links Scotland and other locally based Associations, has been very successful in attracting funding and support services for our tenants:

• Dunbritton led on a joint application (submitted in partnership with 4 other Housing Associations) and was awarded £39,908 in July 23 to support the appointment of an additional Energy Advisor to provide energy efficiency advice and energy advocacy for Housing Association tenants.

• The group of housing associations also attracted funding of £11,475 to assist Association tenants to access small scale warmth and/or energy efficient items that would support them to stay warm and maintain lower bills over the winter period.

• Further funding of £107,280 was awarded to the five Associations. Of this Dunbritton Housing Association was allocated £23,000. This supported 51 tenants (primarily Rosneath) to access £300 energy vouchers.

In addition to external funding the Association and its own staff team have continued with their own common good fund for tenants to access for assistance at their tenancy start or during their time as a Dunbritton tenant.

The Board has established a community fund to which it allocates £5000 which, underscores our commitment to fostering a supportive, inclusive, and thriving community. The Association has invested in the following community groups.

Supporting Scout Groups

The Association has funded the purchase of jumpers, cub/ beaver jumpers, explorer shirts and neckies. This initiative ensures that uniforms are provided free of charge, enabling all children to participate fully in scouting activities. By easing the financial burden on families, we are fostering an inclusive environment where every child can experience the camaraderie, skill-building, and adventure that scouting offers.

Enhancing School Playgrounds

Investing in education is a cornerstone of community development. Part of the fund has been allocated to improve the playground at a local school. This includes the creation of outdoor reading libraries, designed to engage pupils in reading for enjoyment. By making books more accessible in a relaxed outdoor setting, we hope to cultivate a love for reading among students, encouraging lifelong learning and curiosity.

Equipping Football Clubs

Local football clubs have also benefited from the community fund. New training equipment, water bottles, and waterproof jackets have been purchased to enhance the training experience for young athletes. Providing these resources ensures that players can train effectively and safely, regardless of weather conditions. This investment supports physical fitness, teamwork, and discipline among our youth, contributing to their overall development and well-being.

Supporting Literacy: Our Partnership with Dolly Parton’s Imagination Library

The Dolly Parton Imagination Library is renowned for its dedication to promoting early childhood literacy by mailing free, highquality books to children from birth until they start school, regardless of their family’s income. By partnering with this esteemed organisation, Dunbritton aims to support our community’s youngest members, ensuring they have the resources they need to develop essential reading skills and a lifelong passion for learning.

Supporting Addiction Recovery Discussions

In addition to these initiatives, the community fund has been used to provide a local support group dedicated to addressing addiction issues. The purchase of a TV for a new family room aims to create a comfortable and welcoming environment where individuals and families can have meaningful discussions around addiction.

Our collaboration with Dolly Parton’s Imagination Library represents a significant step towards enhancing educational access and promoting a brighter future for the children in our community.

SECTION 9: More than just Housing (Management Team)

Common Good Fund to Support Tenants During Cost of Living Crisis

In response to the ongoing cost of living crisis, Dunbritton’s staff established a Common Good Fund aimed at supporting tenants facing financial hardships. This initiative, funded by donations from staff and contractors, has already raised over £2,000 through various fundraising activities such as raffles and dress down days.

The Common Good Fund is a vital resource designed to provide immediate assistance to tenants in need. Housing and maintenance officers play a crucial role in this effort by identifying those who are struggling financially, ensuring that help is directed to where it is most needed.

The fund has been utilised to offer essential support, including food supplies and top-ups for gas and electricity, helping tenants manage their basic living expenses and providing start-up packs for new tenants.

The Common Good Fund highlights the organisation’s commitment to its community and enhance the well-being of its tenants. Through this initiative, the staff and contractors at Dunbritton are making a significant and positive impact on the lives of those they serve.

Partnership with Scottish SPCA – Pet Aid

Recognising the significant role pets play in the lives of their owners, particularly during challenging times, Dunbritton sought a meaningful way to assist our tenants.

Pets often provide emotional support and companionship, making them integral members of many households. By ensuring these animals are well cared for, we are contributing to the overall well-being of tenants by alleviating some of their pet-related financial costs.

SECTION 10: Future Direction and Aspirations

10.1 Development Strategy

Dunbritton Housing Association has been committed to providing affordable rented housing for the communities it serves since its establishment as a Registered Social Landlord (RSL) in 1992. This has remained a strategic objective of the Association since its inception until now, one which it has been able to continuously fulfil, despite periods of restricted economic growth.

As a Housing Association with an active development programme, Dunbritton welcomes the Scottish Government’s ‘Housing to 2040 Strategy’, and the target it sets out to provide an additional 110,000 affordable homes across all tenures by 2032; albeit that this target currently appears difficult to achieve, due to Scottish Government funding cuts and resultant restrictions in public spending. DHA is committed to enhancing the quality and accessibility of its housing, with a focus on supporting the transition to decarbonised heating systems, in alignment with the Government’s objective of ensuring all new homes achieve zero emissions by 2026; to achieving EESSH 2 / SHNZS standards for its existing stock; and to ensuring that all new build units adhere to a standard that is future proofed.

Dunbritton’s strategic aims for development are to:

• Support the physical, social, economic, and environmental regeneration of communities.

• Consult with communities and stakeholders on its development activities.

• Work in partnership with statutory and voluntary organisations.

• Deliver a range of safe, affordable, and accessible housing, in places where people want to live.

• Ensure its projects represent value for money and are procured correctly.

The Association’s Development Strategy is regularly reviewed to reaffirm the Board’s commitment to continuing an active development programme.

SECTION 10: Future Direction and Aspirations

Dunbritton recognises its obligation to procure services in a manner that ensures value for money. In the 2022/23 financial year the Association carried out a successful procurement exercise that resulted in the appointment of Gregor Cameron Contracts Ltd, now Macdonald & Cameron Ltd, as its development consultant, and also became a member of Scotland Excel, gaining access to Framework Agreements.

The Association continues to explore future new development opportunities; however, it does not intend to commit to projects unless the following criteria are met:

• Inclusion in the Strategic Housing Investment Plan (SHIP) is agreed upon by the relevant local authority and the Scottish Government.

• Financial viability is within the risk parameters that the Association is prepared to accept.

• Funders are prepared to lend on conditions acceptable to the Association.

The Association’s area of operation falls within two local authority areas, Argyll and Bute Council and West Dunbartonshire Council. Both councils recently declared a housing emergency; Argyll and Bute Council in June 2023, and West Dunbartonshire Council in May 2024. In the intervening period, the Scottish Government announced a cut to its affordable housebuilding funding allocation for 2024/25 of 26%. This unanticipated reduction to the Affordable Housing Supply Programme means that Council Resource Planning Assumptions are oversubscribed for the year, with progression of some projects and initiation of new development being paused, in some cases.

DHA actively participates in meetings organised by Argyll and Bute Council and West Dunbartonshire Council to develop their respective Local Housing Strategy (LHS) and SHIP; in the context of the current budget cut, concerted management of development priorities is required to minimise any impact on the development ambitions of all parties.

The five housing associations operating in Argyll are involved jointly with Argyll and Bute Council in developing and annually updating a SHIP that is based on a matrix for prioritising housing developments throughout the area. Prioritisation is based on analysis of the Housing Need and Demand Assessment, HOME Argyll Common Housing Register (CHR) waiting lists, the LHS, and any needs identified by health and social work colleagues or the National Park Authority.

The Association is a key development partner for Argyll and Bute Council, with a proven track record of delivery; this relationship enables the Association to benefit from new opportunities as they arise. The Association also attends quarterly Strategic Housing Forum meetings with Argyll and Bute Council, together with the other RSLs developing new housing within the Local Authority area.

West Dunbartonshire Council (WDC) has a Housing Providers Forum, in which all RSLs operating locally are involved. RSLs meet with WDC individually to discuss development opportunities, and the Council invites comments from RSLs on the SHIP as it is drafted.

The Association is a key developing partner for West Dunbartonshire Council, with a proven track record; this relationship ensures that the Association is considered as a preferred partner for future development required to address housing need and demand in areas identified in the SHIP. The Association is also a member of the WDC Housing Solutions Partnership Group.

Summary of Current Proposed Development Sites:

Kent Drive, Helensburgh: Dunbritton acquired the site, which has capacity for 16 units, in 2012. It forms part of the overall Helensburgh Golf Club development area highlighted in the Local Plan for the development of 300 housing units. The project is currently undergoing an options review, as the development costs are likely to require a level of grant funding greater than that available to support it. The site is included in the Argyll and Bute Council SHIP 2024/25 – 2028/29 for development in years 2025/26.

Helensburgh Golf Club: Dunbritton is the preferred provider of the affordable housing allocation for the site. The total allocation in the Local Development Plan is 300 units; however, the new requirements of National Planning Framework 4 restrict the developable area, meaning total numbers of units, and affordable units, are likely to be less than previously anticipated. The site is being taken forward by Taylor Wimpey, which intends to deliver the affordable housing to the Association through an agreed contract. The site is included in the Argyll and Bute Council SHIP 2024/25 – 2028/29 for development in years 2028/29.

Golfhill Drive, Alexandria: The site has a capacity for 7 units and the project is due to be competitively tendered in 2024, with construction starting later in 2024 for completion in 2025, subject to funding approval. The site is included in the West Dunbartonshire Council SHIP 2023/24 – 2027/28 for development in 2024/25.

Former Dumbarton Cottage Hospital: The site has a capacity for 10 units and has been included in the WDC SHIP for several years. Initial feasibility work is being undertaken by the Association; however, a title complication has postponed the programme for delivery.

10.2 Future Business Opportunities

Dunbritton has re-registered to participate in the Homeowners Support Fund (Mortgage to Rent). The Association has a robust risk assessment and financial analysis process in place; this will look closely at the potential of every prospective new development, and Mortgage to Rent properties, before committing the Association to any such opportunity.

Macdonald & Cameron Ltd, will continue to support the Association with the new build projects it is involved with through to completion. The Association will undertake a procurement exercise to renew its development services framework ahead of progressing any new development projects.

In addition, Dunbritton has joined hub West Scotland and Scotland Excel, and is proposing to utilise these opportunities for framework call offs for both new build and investment programmes.

SECTION 11: Working with our Stakeholders

Working with Stakeholders

Dunbritton Housing Association has established itself as a cornerstone in the provision of quality housing and the development of sustainable communities in Scotland. A pivotal element of the association’s success is its strategic collaboration with various stakeholders. We have an excellent working relationship with our contractors, internal and external auditors, and support agencies. Key partners include;

Scottish Government

Government partnerships provide the Association with critical access to financial support, grants, and other resources necessary for expanding and upgrading housing infrastructure. This support and effective collaboration enable strategic planning and long-term development. By working together with the local authorities and the government we can anticipate future housing needs, plan accordingly, and implement innovative solutions to meet evolving demands, which is vital for the sustainability and scalability of the Association’s housing development programme.

Scottish Federation of Housing Associations (SFHA)

The Scottish Federation of Housing Associations (SFHA) provides vital support to the association in terms of policy guidance, research, and sector innovation. Engaging with SFHA ensures that we remain at the forefront of industry developments, benefiting from the latest research, training opportunities, and best practice frameworks. This collaboration fosters a culture of continuous improvement and innovation, enhancing DHA’s ability to deliver high-quality housing services.

Argyll & Bute and West Dunbartonshire Council

Collaborating with Argyll & Bute Council and West Dunbartonshire Council is crucial to ensure that our housing strategies align with local government priorities. These partnerships allow the association to integrate our initiatives with broader regional development plans, addressing specific local needs and challenges. By working closely with these councils, we can secure funding, navigate regulatory landscapes, and implement housing projects that are tailored to the unique socioeconomic contexts of these areas. This local alignment is vital for the effective delivery of housing solutions and the creation of cohesive, supportive communities.

Glasgow and West of Scotland Housing Forum (GWSF)

The Glasgow and West of Scotland Forum (GWSF) amplifies the collective voice of housing associations in the west and surrounding areas. Our engagement with GWSF enhances its advocacy efforts, ensuring that the concerns and needs of the Association’s tenants are addressed at higher policy-making levels. Through this collaboration, we are part of a larger body that can influence housing policy and regulations, secure funding, and promote tenant rights more effectively. The collective strength of GWSF members is crucial for driving positive changes in housing policy and practice.

Rural & Islands Housing Associations (RIHAF)

The Rural and Islands Housing Association Forum (RIHAF) provides a platform for Dunbritton to address the distinctive challenges faced by rural and island communities. These areas often grapple with issues such as geographic isolation, limited infrastructure, and economic constraints. By collaborating with RIHAF, we can share best practices and innovative solutions tailored to rural contexts. This partnership ensures that Dunbritton can effectively implement housing strategies that are resilient, adaptive, and responsive to the unique needs of rural populations.

Employers in Voluntary Housing (EVH)

Employers in Voluntary Housing (EVH) is instrumental in supporting DHA’s workforce. Through this partnership, we can access resources for staff training, development, and welfare. A well-trained and motivated workforce is essential for delivering effective housing services. EVH’s support ensures that our employees are equipped with the skills and knowledge necessary to meet the evolving demands of the housing sector, enhancing overall organisational performance.

Investors in People (IIP)

Community Links Scotland (CLS)

Community Links Scotland (CLS) enhances our ability to engage with and support local communities. Through joint initiatives with CLS, we have implemented community development projects that foster social cohesion, economic development, and environmental sustainability. This collaboration ensures that housing projects are not just about providing homes but also about building thriving, inclusive communities.

A commitment to the gold standard and IIP principles cultivates a positive workplace culture. It emphasises the importance of clear communication, leadership development, and employee well-being. This supportive environment not only enhances morale but also drives innovation and collaboration, as employees feel empowered and supported in their roles.

SECTION 11: Working with our Stakeholders

Financial Institutions

Collaborating with lending institutions like CAF Bank, Bank of Scotland, and Santander is crucial for DHA’s financial stability and growth. Access to loans and credit facilities from these banks ensures Dunbritton can maintain and expand its housing projects. Reliable financing enables the association to invest in the development of new properties and the maintenance of existing ones, ensuring they can meet the housing needs of their community effectively.

These banks offer more than just financial resources: they provide expert advice on financial management, risk assessment, and strategic planning.

Housing associations in Scotland are regulated by the Scottish Housing Regulator (SHR). The SHR’s role is to ensure that housing associations provide good quality homes and services, operate efficiently, and are financially viable. It sets standards and monitors compliance to protect the interests of tenants, service users, and the public

investment in social housing. Housing associations must regularly report to the SHR, which has the authority to intervene if an association fails to meet the required standards or if there are significant risks to tenants or the organisation’s sustainability. In 2024/25, Dunbritton was, again, assessed as being ‘Compliant’ by the SHR, with no additional assurance required.

Good partnership working is key and fundamental to the success of the Association and during the course of this Corporate plan we will maintain good relations with our current partners, whilst developing new partners as we further progress.

Scottish Housing Regulator (SHR)

CORPORATE PLAN 2024-2027: What Dunbritton needs to take account of

Building on the previous PEST analysis that supported the development of the 2021-2024 Corporate Plan, the Board considered how Dunbritton is positioned in the context of current understanding about the anticipated strategic and operating environments. The results of that consideration are summarised below:

• Relationship between SG1 and Local Authorities

• Welfare benefit changes: SG devolved powers

• Changing government housing policies: commitment to and funding support for new supply of affordable homes, particularly social rent

• Potential knock-ons of Westminster political decisions and UK election results

• Ongoing impact of Brexit

• Council house building

• Local authority political make-up

• Challenges to LA finances; potential impact on support for housing strategy; locally, in A&B, impact on Strategic Housing Fund

• Impact of declarations of a Housing Emergency by Argyll and Bute and West Dunbartonshire Councils and, nationally, by the Scottish Parliament

• Council Tax freeze – implications for services

• Changes to legislation surrounding tenant safety.

• Cost of living crisis

• Wider global politics / events

• Pensions liability / affordability

• Benefit changes

• Public service cuts / centralisation

• Inflation – impact on costs to maintain value for money.

• Cuts to aids & adaptations funding

• Brexit impact

• Future development costs

• Impact of economic climate – less disposable income; fewer people able to buy a home –increasing waiting lists.

• Lending / increased interest rates

• Cost of meeting new building regulations

• Retro-fitting requirements & costs

• People & Communities Fund limiting funding for community projects – annual funding reviews: uncertainties.

• Changes to state pension age

• Current cost-of-living crisis

• Financial impact of economic climate on ability to pay rents.

• Fuel poverty.

• Health and Social Care integration – lack of practical housing involvement in addressing challenges; diversionary challenges of Integrated Joint Boards

• Ageing population: need for more amenity housing; aids and adaptations funding; dealing with older person support needs, illhealth and disabilities; increased proportion of older people.

• Grant funding cuts: fewer community development activities –uncertainties over PCF funding

• Smaller households: mismatch to house types

• Increased benefit dependency & poverty

• Fewer jobs; areas of high unemployment; properties in areas of highest deprivation (SIMD)

• Lack of government initiatives on job creation / employment & training

• Homelessness

• Fewer people able to buy their own home – pressures on social and private rented sectors.

• Housing market changes: potential reduction on private rented sector as consequence of Housing Bill

• Increased family stress

• Diverse communities: issues of integration

• Standards vs. affordability

Technological

• Funding for energy efficiency measures: new build & retro-fitting

• EESSH2 / SHNZS requirements

• Tenant expectations and affordability

• Costs vs. benefits of new technologies

• Communications – use of social networking sites

• Rapid changes in technology & public expectations

• Job market changing: fewer ‘traditional’ jobs

• Sustainability of new technologies

• Addressing climate change agenda

• Confidence (or lack of) in using new technologies.

• Availability of suitable technology in our areas of operation

• Electric cars

• Near Me (better connectivity)

• Cyber Crime

• AI Technology

egal

• Tenant & Resident Safety

• Health and Safety

• Tenants’ Rights

• Domestic Abuse

• Human Resources / Employment

• Equalities

• Human Rights

• Ethical Business

• Regulation

• Procurement

• EU Withdrawal

• Freedom of Information

• GDPR

nvironmental / Ethical

Environmental

• Net-zero

• Sustainable construction methods / practices

• Procurement

• Corporate social responsibility

Ethical

• ESG / Sustainable Reporting Standard

• Living Wage

• Training / Apprenticeships

Dunbritton Planning Grid

Deliver excellent affordable homes and services to our customers where people want to live

Our Customer Care Standards will sustain high quality service delivery and our engagement with tenants will inform and influence our actions.

We will provide a range of communication methods to our customers to ensure that they have easy access to the Association in the format of their choice.

We shall build new homes that are sustainable and energy efficient

We shall deliver an effective housing management service to sustain our tenancies.

We will actively pursue carbon reduction and environmental sustainability in our development, asset management and procurement strategies.

We will support our customers by providing support and signposting them to the relevant agencies to reduce financial exclusion, fuel poverty and promote social and digital inclusion. In addition we shall apply for any available funding to help assist our tenants and the communities we serve.

We will communicate by newsletter, mail, social media, text, e-mail, and other methods, with our customers, regularly and openly, to keep them updated about all aspects of our service delivery.

We will continue to implement an effective estate management service to maintain attractive and safe environments in our communities

Our Customer Care Standards will sustain high quality service delivery. In addition our engagement with tenants will inform and influence our actions.

We will attempt to meet with the Scottish Governments agenda in relation to climate change and tenants’ safety.

The Association shall continue to adopt sustainable operating practices to minimise the environmental impact of our activities.

We will monitor all aspects of housing services delivery via stakeholders, audits and required standards.

Implement good guidance in all related publications and ensure we are open and transparent in everything we do.

Dunbritton Planning Grid

We will support our tenants to sustain their tenancies through effective regular contact. We have developed good working relationships with the support agencies in our areas of operation ensuring our tenants can be signposted to appropriate support and assistance where appropriate.

Our membership of Scottish Housing Network, and Quality Efficiency Forum, will provide us with objective benchmarking.

We will actively consult with and be accountable to tenants and owners about the quality of our services and performance. To achieve this we will continue to develop appropriate forums with our customer base.

Proactively engage with our partners and regulators

We will support our tenants to sustain their tenancies through effective regular contact. We have developed good working relationships with the support agencies in our areas of operation ensuring our tenants can be signposted to appropriate support and assistance where appropriate.

Our membership of the Scottish Federation of Housing Associations and the Glasgow & West of Scotland Forum of Housing Associations will provide us with the opportunity to consult and learn from our peers at a local and national level.

We will look to be contributing to and promoting of partnerships that support the delivery of our objectives.

We shall ensure, and evidence, that we remain compliant with our legal and regulatory requirements as well as ensuring that we are compliant with the requirements of our funders and stakeholders.

We shall continue to work with tenants and third parties to increase digital participation amongst tenants. We shall look to deploy IT to maximise efficiencies, whilst ensuring that we retain both the personal touch and are inclusive when communicating with our customers.

We will work with our Tenant Scrutiny Panel to monitor and improve our performance.

Implement good guidance in all related publications and ensure we are open and transparent in everything we do.

We will engage constructively with our partners and stakeholders to ensure our activities support local and national priorities

We will engage with our customers to ensure that we provide the services they want, in the way they want, and to the standard they expect. To achieve this during 2024/2027 we inplement our Tenant Engagement Strategy.

We will support communities to access funding and other support for local initiatives.

Continue to conduct regular external tenant satisfaction surveys to ensure that we are meeting the expectations of our tenants.

Dunbritton Planning Grid

Manage our business and resources responsibly by demonstrating strong governance and robust financial management

We will maintain rents at an affordable level by ensuring we have robust procurement methods to ensure the effective management of our business costs.

We will increase our use of digital technology to maximise operational effectiveness and reduce the need for travel

Our rent setting structure will be reviewed during 2026/2027 to ensure that rents remain affordable to our current and future tenants.

We shall remain ethical in our financial management, procurement, employment, and governance practices.

We shall manage and maintain our properties to a high standard through an effective asset management programme.

We will regularly review our Strategic Risk Map to ensure that we are alert to trends and anticipate emerging risks.

We shall be prudent in how we spend our money, using our resources to maximise their effectiveness and demonstrating value for money.

The Board will undertake robust performance and compliance monitoring and exercise rigorous scrutiny

The Board’s annual review of effectiveness will contribute to our assurance that Dunbritton’s governance is strong.

We aim to be open and transparent about our performance and our decision-making.

The Board will regularly review its strengths and areas for improvement. It will look to recruit people with the appropriate skill set to assist in meeting its strategic objectives.

Closely monitor performance against targets and ensure KPIs are met.

Management reports will support effective scrutiny by the Board and ensure accountability.

Our rent setting structure will ensure that rents remain affordable to our current and future tenants.

Closely monitor performance against targets and ensure KPIs are met.

Continue to develop the Board through proactive succession planning, recruitment, training and personal development. We shall achieve this through Board Away Days, attendance at conferences, webinars, and appraisals.

Ensure all staff are working to relevant policy procedural guidelines.

Ensure policies are linked to Regulatory Standards and the Associations strategic objectives. Ensure all policies, where required, are assessed for equality impact assessment

Monitor all aspects of Housing Services.

External and internal audits will support robust financial and performance management across the organisation.

Dunbritton Planning Grid

Manage our business and resources responsibly by demonstrating strong governance and robust financial management

We shall ensure that our business and financial plans and projections are based on sound assumptions and accurate risk assessments. We shall look to monitor and report our performance and compliance accurately and openly.

We shall continue to demonstrate our compliance with our legal and regulatory requirements and with those of our funders and partners.

Closely monitor performance against targets and ensure KPIs are met.

We will continue to implement our Value for Money Strategy.

In all of our services we shall promote and uphold strong ethical practices; ensuring equality, recognising diversity and respecting human rights.

With our Board we will annually set Key Performance Indicators (KPI) and closely monitor performance against agreed targets.

We will continue to monitor and report our compliance accurately and openly.

Being prudent on how we spend our money and being open and transparent about our performance and decision making.

We will regularly review our policies and procedures, ensuring that they reflect current legislation, good practice and guidance.

Across all departments, review our strategic objectives on an annual basis.

Monitor all aspects of the Asset Management service via Key Performance Indicators, Tenant feedback forms , external surveys and staff visiting and monitoring a percentage of completed works.

Oversee contractor’s progress and commitment to contractual agreements.

Continue to pursue procurement avenues that enable the association to ensure we deliver value for money projects.

We shall regularly review our Business Continuity Plan, testing this by learning from our experience and ensuring we are best placed to respond to any unexpected changes on our working environment .

Maintain our policy register, and ensure we have an updated programme for Board approval. Ensure our policies are linked to the Regulatory Standards and the Associations strategic objectives. Ensure all policies, where required, are assessed for equality impact assessment.

We will assist the Scottish Government increase the supply of good quality affordable homes in the communities that we serve. Over the period of this plan we are hoping to increase our housing stock by approximately 119 units.

Dunbritton Planning Grid

Develop our training plan to ensure appropriate training is organised for all staff and Board Members.

Be an inclusive and supportive employer

Implement Health & Safety policy and practice in the work place.

We will continue our focus on People Results by engaging with our staff to support strong performance and successful personal development. Managers’ shall support and develop their teams to contribute to delivering excellent standards of service to our customers.

We shall continue to strive to make Dunbritton a good place to work. As an inclusive employer we shall look to remove any barriers to employment for any person with protected characteristics. We shall provide a safe workplace in which every staff member feels valued.

Ensure all staff are working to relevant policy procedural guidelines.

We shall promote a positive etiquette in the office through Healthy Working Lives and our Investors In People progression.

We shall continue to look to adopt and develop flexible, family friendly working practices which meet the needs of our business and reflect the preferences of our staff. We shall look to involve the team in decision-making about service delivery and working practices.