Reidvale Housing Association (RHA) is a community-based housing association operating in a clearly-defined geographical area to the east of Glasgow’s city centre. It owns and manages some 900 homes for rent, provides factoring services to over 200 owner-occupiers, and leases 9 units to commercial users.
RHA has over 450 members, the vast majority of whom live in the tenemental blocks owned by the Association.
RHA is strongly committed to its local community, and to wider community investment and regeneration. We want our area to be a vibrant, well-presented, inclusive, safe and secure place to live.
The Scottish Housing Regulator (SHR) has been engaging with RHA about its governance for the last 5 years. A key area of concern has been a failure to demonstrate strategic control, and to develop an effective strategic / business plan.
As part of its response to regulatory concerns, RHA conducted a strategic options appraisal during 2021 and 2022 and decided that the best interests of the Association and its tenants lay in partnership with another RSL which was meeting all regulatory requirements. This led to the proposal for a transfer of engagements.
A ballot of tenants in November / December 2023 voted in favour of the proposed transfer. However, a strong local campaign to preserve
the independence of RHA resulted in the membership rejecting the proposal to transfer at a Special General Meeting in January 2024. Since then a number of new members and co-optees have joined the Management Committee, all committed to the aims of the campaign, and to restoring RHA’s once-proud reputation as a sector leader and innovator.
Given that the proposed transfer was part of RHA’s plan to resolve key governance weaknesses, the “new” Management Committee has presented a Governance Improvement Plan to SHR, covering the next 12 to 15 months, setting out how RHA will now demonstrate compliance with all its legislative and regulatory obligations. This features as its key priority a comprehensive strategic review of its business, leading to the adoption of a soundly-based medium-term business strategy and plan for 2025/26 and beyond.
In the absence of an existing business plan, the Management Committee has decided that the best way forward for RHA in the year ahead is to put in place this Interim Business and Operational Plan for 2024/25, pending the development and introduction of a longerterm plan in the following year.
This interim plan is a key communication document for our stakeholders, particularly our tenants, SHR, potential future lenders, and the wider housing association sector. It also provides a necessary short-term planning framework for our operational plans and targets for the coming year.
2. Our history
Reidvale Housing Association (RHA) was formed in July 1975. In early 1975, Glasgow City Council had called a public meeting of residents of the Reidvale area to advise them that their homes were to be demolished, and they were to be rehoused in Easterhouse. At this time Glasgow had experienced almost 20 years of demolition programmes and mass rehousing, accompanied by industrial decline, and residents were aware of the devastating effect this was likely to have on their local community.
So the purpose of RHA’s formation was to protect the community, and retain and rehabilitate the existing properties in their well-defined geographical area to the south of Duke Street in the Dennistoun area. In conjunction with the local campaign body, the Reidvale Residents Association, it was
able to obtain support for this programme, becoming one of the first community-based housing associations, and also one of the first associations to take advantage of the opportunities provided following the passing of the Housing (Scotland) Act 1974 to access capital grants to buy and renovate or build new homes.
It undertook a programme of comprehensive rehabilitation of the traditional sandstone tenements that were all-pervasive in that area. Its portfolio of properties which it now owns and manages now includes some 900 social rented homes, around 180 of which are new build; more than 200 owner-occupiers, who are mixed in amongst the tenement buildings, most of whom receive factoring services from RHA; plus a handful of commercial properties.
3. Our commitment and accountability to the local community
RHA effectively evolved out of its local community, and has always believed that regeneration is as much about people as it is about buildings. We have worked hard to invest in our homes, but we also regard investment in the community as a significant and highly important priority. We are committed to making our community a great place to live, both now and in the future.
Reidvale sits on the boundary between Glasgow City Centre and the East End. It is only three-quarters of a mile from George Square at the centre of Glasgow, and is well served by public transport and local shops, primary and secondary schools, a range of sporting facilities, a local medical practice, several dental practices, and a public library a short walk away.
RHA has made a number of significant contributions to community investment in its local area, the most important of which has been the development of the Reidvale Neighbourhood Centre, at a cost of some £3.5M, providing social, educational and recreational facilities. It also houses RHA’s offices. RHA has in the past provided support for other important local community facilities including Reidvale Community Allotments –the first new allotments in Glasgow for over 60 years – and the provision by Reidvale Adventure Play Association, now managed by local people, of a magnificent adventure playground.
4. Our governance
RHA is a not-for-profit organisation registered under the Community Benefits (Scotland) Act 2014. It is also a registered charity. The whole organisation is committed to respecting equality and diversity, and is keen to create a safe and inclusive neighbourhood and environment where people can live and work without experiencing any form of discrimination or harassment.
RHA is governed and overseen by a Management Committee of up to 15 people (currently we have 10 full members and 4 cooptees). All of the full members live within the Reidvale area, 9 of whom are RHA tenants, and one is an owner occupier. Our four recentlyjoined co-optees bring a wide range of highly relevant sector experience and expertise gained over many years to the Association, including strategic and overall organisation leadership, senior roles in governing bodies and staff teams, and directly relevant professional knowledge and experience. See Appendix D for more information.
Nine of the 14 governing body members have been in position for less than 6 months. A comprehensive and bespoke training programme for both new and existing Committee members has been put in place with SHARE, providing both essential information and awareness regarding roles and key responsibilities, but also with a strong team-building element. The detailed and extensive new business plan preparation process, which follows on from the SHARE programme will also provide a crash course in key strategic considerations.
A comprehensive and participative selfassessment of RHA’s compliance with Regulatory Standards and other regulatory requirements is also being undertaken in preparation for submission of the 2024 Annual Assurance Statement (AAS). With all of this work behind it by the winter of 2024, RHA’s governing body will have gained a sound and in-depth knowledge and awareness of the Association’s strengths and weaknesses.
5. Our staff team and our performance
RHA employs a staff team of 15 to deliver and manage its services. The team is currently led by Interim Director, Julie Smillie. Julie is the well-respected Chief Officer of neighbouring Molendinar Park Housing Association, whose governing body has agreed to second her full-time to RHA, to see it through a period of necessary stabilisation and resetting, as it prepares itself for the delivery of a new strategic / business plan.
Since the former Director and Depute left RHA towards the end of 2020, RHA has had a number of interim leaders, and a rollercoaster of expectation about future staffing arrangements, with significant time and resource spent preparing for an anticipated transfer of engagements. Given the upheaval of the past three-and-a-half years, and lack of continuity of leadership, management and staff have maintained impressive levels of performance relating to the delivery of core services.
RHA benchmarks its performance against other comparable Glasgow-based Associations. RHA performs better than average within the peer group for most performance areas, and out-performs the Scottish average. The most recent ARC figures to 31 March 2024 shows improvement in around half of the measured areas compared to the previous year, with satisfaction with repairs and quality of home notably improved. Only the time taken to re-let homes has fallen significantly in the past year (but still above the Scottish average), and there are local factors affecting performance. These numbers indicate continuingly effective delivery of core services, and an organisation that is improving its performance in key areas.
It is now time to look towards a much-needed period of organisational stability, preparation for which must include essential decisions about necessary adjustments to staff structure, systems and processes which have been left on the “back burner” over recent years.
6. Our tenants and our services
Our tenant profile is different to many of our peers, reflecting the overwhelming majority of tenement buildings that make up our housing stock. Some 55% of our tenants are single people, and a significant majority of these are below retirement age. Taking account of some 7% of our homes that are let to couples, only 38% are let to families.
Tenant satisfaction with opportunities to participate in decision-making has generally been high, but has deteriorated in the past year. After the tenant consultation process around transfer and the impact of the campaign for maintaining independence, some evidence has emerged of a more recent lack of trust and confidence in RHA and its communications.
RHA recognises that it has some work to do to restore its reputation in this area, and is prioritising the development of a new Resident Engagement Strategy (acknowledging the needs of its factored owners as well). Working with TPAS, it is looking to establish tenant / resident panels as part of its new consultation and engagement structure, building on what was put in place during transfer consultation processes.
Satisfaction with our core housing and maintenance services is generally high, compared with the Scottish average, with
7. Our homes
The great majority of our homes consist of apartments in traditional sandstone tenement buildings, initially constructed in the late nineteenth century. Most of these are mixed tenure, with Reidvale tenants sharing the buildings with some owner-occupiers, who receive factoring services from RHA, and on Duke Street frontages, with some commercial users and shopkeepers. We have also built some 180 new homes, including a retirement housing scheme.
These tenement buildings came into RHA’s ownership in the 1970s and 1980s, when comprehensive rehabilitation works were
tenants satisfied with the overall service at 90% this year. We moved away from a 3-yearly major tenants’ satisfaction survey in 2022, and our independent survey provider, MI Housing Services, surveys a proportion of our tenants each quarter. This process reaches 80% of our tenants over 3 years, a higher proportion than that achieved by the 3-yearly survey, and ensures that our information, and understanding of how our tenants are feeling, is much more up-to-date.
RHA also offers a number of ancillary services, reflecting its community investment priorities. It is now in partnership with the Bluevale Centre for the running of the Neighbourhood Centre. It leases land from the City Council for use as allotments, which is well-patronised. It provides valued local environmental services (pest control and bulk uplift) to “supplement” what might be expected from the local authority, via local partner organisations. It provides an unregistered retirement housing service, plus factoring services to over 200 owner occupiers.
All of these ancillary services, and the use of our commercial properties, will be reviewed as part of the business plan preparation process, to more clearly understand the benefits and costs of each service, and how they can best contribute to RHA’s new vision for its future.
undertaken to bring them up to the high standards required for letting by Registered Social Landlords.
These buildings are now well into time cycles where key components need renewing: windows, heating systems, kitchens, bathrooms, etc. We recognise that there is something of a backlog to be addressed, and in order to be clear about the necessary scale and cost of forward programmes, we will this year undertake a third comprehensive stock condition survey, which will then provide us with complete information about 100% of our homes.
7. Our homes (Continued)
Like other community-based housing associations with a substantial number of sandstone tenement buildings in their housing stock, RHA had started to identify the need for programmes of stonework repair which, when the façade was removed to get at the areas needing treatment, often required significantly more expensive work than was initially anticipated. A 2021 stonework survey identified the need for a comprehensive programme of repair, initially phased over a 12-year period. Instances of falling masonry in the meantime and the introduction of regular
8. Regulatory compliance
RHA’s current regulatory status is NonCompliant: Working towards compliance. This means it does not currently meet regulatory requirements, including full compliance with the Standards of Governance and Financial Management. Our current Engagement Plan issued by SHR states that “we are engaging with Reidvale about its governance, financial management and stock quality”.
In its last submitted Annual Assurance Statement (October 2023), RHA acknowledged non-compliance with two of the “headline” regulatory standards, and partial compliance with a third. It also stated that the strategy to seek a transfer of engagements, which at that time was in full progress, was part of its plan to resolve key weaknesses, so if the transfer did not proceed then these became urgent material issues to resolve.
RHA has responded to this situation by submitting a Governance Improvement Plan to SHR, setting out how it will deal with all currently identified areas of non- and partial
in-year visual surveys as part of a tenant safety protocol, have caused a re-appraisal of this programme. Once an updated stonework survey has been completed this year, a revised programme will be agreed.
All of the above will feed into the preparation of a new asset management strategy later this year, which will be a critical part of the business plan preparation process. In the short term we may require development support services from another experienced association to look at the need for capital projects.
compliance within the next 12 to 15 months or so. It has engaged a specialist consultant both to oversee delivery of this programme, and to lead the undertaking of a comprehensive self-assessment of compliance with regulatory requirements over the next few months, leading up to the submission of our next Annual Assurance Statement in October 2024. The Governance Improvement Plan will be updated to take account of any further issues identified during the review.
RHA is working in close communication with SHR about the delivery of this Improvement Plan. SHR’s Engagement Plan picks out some of the key elements of the Improvement Plan, with deadlines to deliver necessary outputs, which match the RHA Plan.
The RHA Management Committee is committed to doing whatever it takes to achieve full compliance with all its regulatory and legislative requirements within as swift, but realistic a timescale as possible.
9. Financing our plans
The key tools for the oversight and management of RHA’s finances are the:
• Annual budget – preparation, approval and quarterly review;
• 5-year financial projections – medium-term picture of how key assumptions regarding rents, service, staff and overhead costs, component replacement and other property investment, and cash-flow all play out, and indicators of ongoing financial health, for approval by Management Committee and submission to SHR as a matter of public record;
• 30-year financial projections – longerterm picture of anticipated financial health of RHA, showing the impact of planned investment, value-for-money improvements, and any new growth or other costed programmes.
Up until January 2024 our key underlying assumption was that RHA would be transferring all its assets and liabilities to another housing association at the end of the 2023/24 financial year. Following the decision at the January 2024 Special General Meeting of members to reject the transfer, swift adjustment was required to prepare a budget for 2024/25, and adapt key assumptions to produce an interim set of 5-year and 30-year projections..
Copies of a summary of the approved budget for 2024/25, and of the 5-year projections (submitted as required to SHR) are attached at Appendix C.
All of this is now subject to the comprehensive review of all aspects of RHA’s business fundamentals that is part of the new business plan preparation process. At the end of this
process RHA will want to produce a set of 30-year projections that demonstrates how the new vision and strategic objectives for the coming years will be implemented financially. The Committee will wish to demonstrate that RHA can:
• Provide quality homes at affordable rents for its tenants and other service-users;
• Provide quality and responsive core management and repair services which provide good value for money;
• Ensure that the new asset management strategy will provide for essential component renewal; the phasing of repair programmes, including stonework repairs; and any other capital projects that will protect the investment in our existing homes, meet tenant expectations, any statutory requirements, and maintain a safe and pleasant local environment;
• Spell out RHA’s plans and aspirations for its community investment programmes, and demonstrate their affordability;
• Maintain a minimum cash balance of £1M (or at least 3 months’ running costs), providing some headroom to respond to unforeseen events.
RHA currently has no outstanding loans, but expects to need to borrow in the relatively near future to meet all the above requirements. The financial projections accompanying the new business plan will become the basis for future discussions with potential lenders, once RHA has successfully completed its governance improvement programme and changed its current regulatory status.
10. Business Goals for 2024/25
Our goals for the year reflect our business imperatives and follow on from the rejected transfer of engagements. These set out where we want to be by the end of 24/25:
GOAL 1: We have a clear strategic direction
By March 2025, we will have settled on a sustainable future strategic direction, and will have a new business plan which reflects Reidvale’s vision and strategic objectives
GOAL 2: We are close to full compliance with regulatory requirements
By March 2025, we will have implemented the vast majority of our governance and financial management improvement plan and be very close to meeting all regulatory requirements.
GOAL 3: We are engaging well with our stakeholders
By March 2025, we will have fully reengaged with our staff, tenants, local community and partners and have made good progress in rebuilding any lost trust and confidence in the Association.
GOAL 4: We have a clear plan in place for investing in our homes
By March 2025, we will have carried out thorough reviews of our property investment, resident safety and other requirements and will have a sustainable and fit-for-purpose Asset Management Strategy in place.
GOAL 5: Our core services are high quality and effective
By March 2025, we will have maintained, and where possible improved, the quality and effectiveness of our core services.
11. Priority projects for 2024/25
In order to achieve these five goals, we will deliver the following priority projects. An Operational Work Plan has been developed to reflect these priorities with input from staff, plus associated Key Performance Indicators and targets (see summaries included at Appendices A and B).
GOAL 1: We have a clear strategic direction
• Develop a robust business strategy and plan.
• Produce long-term financial plans.
• Review borrowing requirements to ensure finance can be put in place.
• Prepare a strategic risk register.
GOAL 2: We are fully compliant with regulatory requirements
• Conduct a full self-assessment against the regulatory standards.
• Update our Risk Management Policy.
• Complete our Annual Assurance Statement.
• Strengthen our committee succession planning, induction, training and appraisal process.
GOAL 4: We have a clear plan in place for investing in our homes
• Carry out a further 25%-30%stock condition survey
• Update our stonework survey and cost projections
• Identify long-term solution for reinstatement of properties in Bellfield Street
• Prepare an updated 30-year stock investment plan
• Produce a new Asset Management Strategy.
GOAL 5: Our core services are high quality and effective
• Reviewing our core landlord services and the associated infrastructure.
• Review our factoring, retirement and community investment services, and use of our commercial properties.
• Upgrade our IT systems.
GOAL 3: We are engaging well with our stakeholders
• Develop a Resident Engagement Strategy.
• Establish new structures for consultation and feedback with tenants and local residents
• Undertake staffing restructure and review of pay systems.
It can be seen from the above how many initial surveys associated with our stock condition and services have been commissioned by the Management Committee, to improve data quality and understanding of the “current state” of the business. Only then can a sound and well-informed longer-term business plan be prepared based on a confident view of future direction. Because this process must take time to be effective, that is why it has been necessary to produce this Interim Business Plan.
12. Key risks
The Management Committee recognises that the following are the key risks that threaten the successful delivery of our Interim Business Plan, and will ensure that these risks are closely monitored, and that any necessary mitigating action is identified and implemented so that risks are effectively managed:
• Rent strategy – Failure to find an appropriate balance between rent affordability and providing a realistic income base from which RHA can achieve its objectives.
• Asset management – Failure to invest in housing stock to adequate levels to maintain quality, and meet other national standards and requirements; new asset management strategy is unrealistic and ineffective; tenant satisfaction plummets.
• Stonework repairs – Planned programme costs are exceeded to the extent that financial viability is affected; programme duration is over-extended in order to match financial capacity, increasing tenant and public safety risk to unacceptable levels.
• Ancillary services – Aspirations for the community investment and other ancillary services programme are unrealistic; costs are not controlled effectively, or matched to organisational affordability or value-formoney measures.
• Financial viability – New long-term financial projections are unable to reconcile realistic outcomes on all of the above issues with a sustainable independent financial future, and the ability to achieve necessary borrowing on good terms; lack of resilience to stress and scenario testing crystallizes via unexpected changes to key assumptions (e.g. cost inflation; interest rates).
• Tenant communication and engagement – Failure to develop effective new engagement framework with tenants and other local residents means that current lack of confidence in RHA communications remains unresolved; tenants not on board with new plans and direction, leading to resentment and public opposition.
• Governance compliance – Failure to sustain planned programme of improvements, or ineffective implementation fails to address key underlying concerns and achieve sustainable improvements; regulatory status remains unchanged.
• Governance effectiveness – Major training, induction, appraisal and succession planning programme for substantially new Committee fails to achieve necessary upskilling and awareness, or to blend “new” and existing members into an effective team; pressure of exceptionally heavy work programme, and “being in the spotlight” leads to extensive resignations and lack of continuity when big decisions are needed.
• Staff morale – Necessary changes to the Human Resources framework and continuing uncertainty lead to unwanted losses of key staff, and then to failure to maintain improvement programme or adequate performance levels.
Sub Objective
Support the development of a comprehensive Business Plan
Review and prioritise our Policy Framework
Review current salary levels
Review organisational structure and roles
Review Factoring services and charges
We have a clear strategic direction
Work with the Consultant to gather information required for the formation of the business plan
Carry out a comprehensive review of the policy register. Develop an updated policy schedule, and ensure policies are reviewed within agreed timescales
Review current salary levels and bring into line with sector norms. Consider membership of EVH and analyse the benefits to the Association
Develop job decriptions and complete job evaluations
Undertake a comprehensive review of the factoring service, implement recommendations from factoring consultant to streamline services, and maximise income from factoring activities. Ensure that all legal obligations are met and that charges set are appropriate and proportionate
Review of Retirement Housing Complex
Review of Allotments
Review of commercial properties
Reidvale Neighbourhood Centre
Undertake a comprehensive review of the retirement housing. The review should encompass staffing, service levels will ensure that the Association meet all legislative obligations
Undertake a review of the allotments currently managed by the Association. Review the current lease and analyse the appetite for extension of this by surveying service users and waiting list applicants. Review current operating costs, and consider financial viability
Undertake a review of the commercial properties owned by the Association, enagaging with commercial users and shopkeepers as appropriate, etc
Review the Lease of The Reidvale Neighbourhood Centre. Take timeous action to ensure the centre remains occupied and viable without the requirement of financial assistance from the Association
Goal 2
Sub Objective
Ensure Good Governance
We are close to full compliance with regulatory requirements
Ensure committee induction and training is completed. Committee appraisal process to be implemented, and training and development plans produced. Assess the association in relation to the 9 year rule. Carry out skills audit of current committee. Review committee recruitment policy and procedures
Ensure statutory returns are submitted Continue with appropriate practices and procedure to ensure that all statutory returns are submitted accurately and timeously
Complete Improvement Plan
Self-Assessment of Regulatory Compliance
Annual Assurance Statement
Internal Audit Review of Annual Assurance Process
Engagement with Scottish Housing Regulator
Deliver all tasks designated for completion in 2024/25 included in the Governance and Financial Management Improvement Plan
Complete review, including compliance scores for all Regulatory Standards. Adjust Improvement Plan as required
Q2,Q3 and Q4
Complete and submit AAS in line with outcome of Self-Assessment Review Q3
Input as necessary to Internal Audit review. Achieve high level of assurance in effectiveness of processes supporting the production of the Statement Q3
Maintain close and regular communication with SHR, and deliver any outputs required from Engagement Plan
Risk management Update policy and develop strategic risk register. Agree risk appetite. Report to Committees as required on updated registers and risk management framework
Sub Objective
Resident Engagement Strategy
Tenant/Resident panels
Effective Communication
We are engaging well with our stakeholders
Develop a Resident Engagement Strategy, that includes a strategy for tenants, owneroccupiers and factoring service users and shareholding members. Support to develop this will be sought from TPAS
Establish tenant / resident panels as part of the tenant consultation and engagement structure, to allow discussion and feedback on the various areas covered by the strategic review exercise
Ensure the production and distribution of the Annual Landlord Report, Newsletters, Annual Report and resident updates. Arrange regular open drop-in sessions for residents. Provide suggestion boxes in the office reception and in John Butterly House. Staff to spend more time in the area speaking to residents and promoting the Association in a positive and professional manner
Website Ensure the website is updated regularly and that all information is current and accurate Q2,Q3 and Q4
Preferred method of communication survey
Produce and carry out survey of residents to capture their communication preferences, and to update residents contact details. Use the information gathered to update the housing systems
Staff Engage our staff in the development of the new business plan
with our key partners in the development of the new business plan
engagement Investigate options of well regarded and recommended providers within the sector to offer systems to allow us to communicate digitally with our residents
Sub Objective
Stonework Survey
Stock Condition Survey
Tenant Safety Audit
Regulatory Compliance
We have a clear plan in place for investing in or homes
Commission a stonework survey that encompasses all the association properties. Prioritise works into categories dependant on severity. Provide all cost associated with works required. Investigate grant funding options for owner occupiers
Commission a stock condition survey to the remaining percentage of the asssociation properties. Analyse survey results and ensure that the association’s Asset Management software (Hub) is updated with the survey results
Work with Internal Auditors to complete the Tenant Safety Audit. Implement agreed recommendations arising from the audit
Provide all information required to develop an Asset Management Strategy
Ensure full compliance at all times with statutory and legislative obligations. In particular all matters relating to tenant and resident safety
Q2,Q3, Q4
Goal 5
Sub Objective
Review Allocations Policy
Reduce rent arrears and void loss
Delivery of reactive, planned and cyclical maintenance services
Review KPI Targets
Housing Software
Staff appraisals
Staff Training
Resident Satisfaction
Our core services are high quality and effective
Carry out a comprehensive review of the Allocations Policy. Consultation with stakeholders is required. Consider setting up a Focus Group to assist with the review
Housing Staff to support tenants with suitable decant accommodation and the moving processes
Work with colleagues and external agencies to reduce rent arrears and void loss across the association
Deliver comprehensive reactive,cyclical and planned maintenance services. Ensure the information in HUB is accurate and can be integrated into the 5 and 30yr financial projections
Review current KPI targets and include additional KPI’s to monitor performance outwith the general SHR indicators
Implement new Housing Software system. Attend training and liaise with IT providers to ensure smooth transition from current operating system
Review and update the tenants and owners handbooks. Ensure that these meet current standards and are circulated
Complete staff appraisals using the templates provided. On completion develop a training and development plan for each staff member
On completion of the appraisal process develop a training programme for staff to accommodate the recommendations made. In addition to this all staff to receive customer service refresher training and estate management training
Review all current methods of satisfaction surveys for effectiveness. Consider moving to continuous monitoring programme to ensure that survey data is always current and allows for immediate response to concerns
Q4
Business Goal 1 – We have a clear strategic direction
1 New business plan convincingly communicates clear future vision and objectives to key stakeholders
2 Successful delivery of Interim Business Plan goals and priority projects
3 Long-term (30-year) financial projections demonstrate viability of RHA to satisfaction of key stakeholders (SHR; potential lenders; GCC)
4 Strategic risks are effectively assessed and managed
Develop new longterm business strategy and plan, and communicate to key stakeholders
Effective monitoring of Interim Business and Operational Plan
Production of accurate, credible and realistic long-term financial projections
Feedback from key stakeholders (tenants/service users; SHR; members; staff; sector influencers) is positive and supportive
Draw up revised risk register taking account of new strategic objectives and associated risks
Consistent quarterly Committee reporting on task progress, KPIs, budget and key risks
a) Assumptions checked and approved by governing body
b) Projections reconciled to asset management strategy and budget 2025/26 assumptions
c) Stress and scenario testing demonstrates viable outcome
Quarterly reporting to Finance Audit & Risk Sub-Committee demonstrates effective risk management processes in place, to satisfaction of SubCommittee
5 Areas of RHA significant governance weakness and non-compliance are clarified and confirmed
6 Governance Improvement Plan demonstrates strong progress towards full compliance with regulatory requirements
Complete comprehensive self-assessment of compliance with regulatory requirements
a) Update Improvement Plan to take account of outcome of selfassessment review
b) Deliver improvement plan tasks according to agreed overall timescale
7 “New” management committee demonstrates effective ongoing governance Annual review of committee contribution and performance identifies areas for governance improvement; skills gaps to be addressed by recruitment; and succession plans
a) Internal Audit of Annual Assurance Statement preparation process gives good levels of assurance
b) Management Committee unanimously approve proposed AAS submission for 2024
a) Governance Improvement Plan 75% complete by March 2025
b) SHR agrees that RHA is on track for change of regulatory status within next 3 months
a) Identified Committee training and development for 2024/25 completed / positive feedback from Committee members
b) Action Plan following annual review (items for 2024/25) is completed
c) SHR expresses no concerns about progress
d) Attendance at Committee meetings averages minimum 70%
Business Goal 3 – We are engaging well with our stakeholders
8 Key stakeholders acknowledge improved engagement and communication
9 Feedback from tenants / service users results in change / improvement to services
New Resident Engagement Strategy is approved, and associated actions for 2024/25 are completed
Ongoing structures for tenant feedback are enhanced (scrutiny panels, focus groups, open day programmes, social media engagement, etc.)
Q4 quarterly continuous monitoring survey shows 3% improvement over Q1 figure for “How good is RHA at keeping residents informed about services and decisions”
a) Q4 survey for “opportunities for residents to participate in RHA’s decision making processes” shows 5% improvement over Q4 2023/24
b) Q4 survey for “satisfaction with RHA’s contribution to the management of the neighbourhood” improves by 3% over average for 2023/24
Business Goal 4 – We have a clear plan in place for investing in our homes
10 Updated stock investment plan accurately reflect the outcomes of the updated stock condition and stonework surveys
11 Resident feedback demonstrates support for new asset management strategy
Translate survey outcomes into appropriate and affordable 30-year investment plans
“Audit” of new plan (by Finance Agent) concludes that all identified costs and liabilities are properly picked up and based on reasonable assumptions
12 Plans for future of 149/157 Bellfield Street are sufficiently advanced that we can budget accurately for spend in 2025/26
Consult and engage with local residents throughout strategy preparation process. Plan effective launch communications
Take all necessary action to secure GCC commitment of grant funding for agreed future option
Specific feedback exercise following launch of new strategy yields support for new component renewal programme and accompanying rent strategy
a) Decanting of all flats completed by 31/12/24
b) Re-instatement scheme out to tender by December 2024
Business Goal 5 – Our core services are high quality and effective
13 Service effectiveness and performance levels are improving
14 Rent arrears and void loss reduced
Staff appraisal objectives for 2024/25 are linked to achievement of key performance targets
Reviews to be conducted by Housing Manager and Maintenance Manager (jointly where appropriate) to set out actions required to meet these targets
a) Overall satisfaction with the service is maintained at average 90%+ for 2024/25
b) Satisfaction with repair and maintenance service improves to 89% in Q4
a) Gross rent arrears as a % of rent due to be down to 4% by 31/03/25
b) Relet times for non-decant properties average <20 days for Q3 and Q4
15 Performance in key areas is maintained at a good level
16
Factoring services make a net contribution to RHA’s finances
Delivery of reactive and cyclical maintenance services closely monitored for compliant levels of service delivery
Implement actions in Factoring Review report which improve financial outcome for the service
a) Cyclical maintenance programme fully completed within budget for 2024/25
b) Gas safety checks 100% completed within annual target dates
Set target for surplus outcome for 2024/25, once report is received
The table below shows a summary of the 2024/25 budgeted Income & Expenditure Account.
The tables on the following pages show the Five Year Financial Projections submitted to the Scottish Housing Regulator.
Appendix C – Summary Budget and 5-Year Financial Projections
Appendix C – Summary Budget
: Amounts falling due within One Year
: Amounts falling due After One Year
Appendix C – Summary Budget and 5-Year Financial Projections
Denise Dempsey
Denise was born and has spent the majority of her life as a tenant with Reidvale Housing Association. She is passionate about the Reidvale community, and has a real commitment to improve the lives of its residents. She is an advocate for community controlled housing associations, and the benefits that tenant engagement and local control brings.
Denise was elected as chairperson in March 2024, following the decision by shareholders not to transfer the housing stock to another registered social landlord.
I have been a volunteer for 40 years with a variety of organisations: PHAB (physically handicapped able bodied), West Kilbride Village Nursery, School for the Blind, RVS, Hospital Volunteer (ward visitor) and Age Concern UK – patient transport, admin support and being a ‘buddy’. I have a business administration background and was Office Manager for Business Link London South West; a varied role including researching new ventures for SMEs looking to expand or exploring new business ideas, managing front of house and conference facilitymaintaining high customer satisfaction, writing and implementing new procedures.
I joined the Management Committee to assist with shaping the future of the Reidvale community and ensuring residents continue to be represented.
I have lived in Reidvale for 7 years and been a member of the Management Committee for 5 of those years. My working background has been mostly within an Employability context predominantly in a social and economic regeneration environment but currently employed as an Apprenticeship Officer.
Helen Richman
Paul McCrudden
Jim Hastie
Having graduated with a law degree from the University of Glasgow in 1970 and then completed legal apprentice/assistant training with corporate lawyers, McGregor Donald, I enjoyed a number of managerial posts in the Strathclyde office of the Housing Corporation in Scotland from 1974 to 1989. This was the Government agency established through 1974 legislation to promote and develop registered housing associations.
In Glasgow and many towns and villages in the West of Scotland frameworks were developed to enable community based housing associations – including Reidvale Housing Association, to play a key role in comprehensive tenemental improvement programmes and associated new build developments.
From 1989 to 2002 I worked as a Director in the successor agency, Scottish Homes. My strategic and operational input to these and other housing initiatives resulted in the award of an Honorary Doctorate from the University of Stirling in 2005.
In the 50th Anniversary year of the 1974 legislative framework, as a Glasgow resident and senior citizen, I was delighted to be co-opted to the Reidvale Housing Association committee in April 2024.
I hope that my knowledge of and commitment to the work of community based housing associations in Glasgow (and the importance of partnership working with both local and central government bodies and their agencies) assists my fellow committee members and the new management team to adjust policies and programmes for a financially secure future for one of Glasgow’s pioneering associations.
Linda Wishart
I am a retired 68 year old NHS Worker having served for 43 years in a local hospital in Greenock, Inverclyde. During my time there I attended various courses, one of which was two years at Langside College gaining a City and Guilds which led me to be becoming hotel services manager.
I have two grown up children and grandmother of 5.
I have lived in Dennistoun for six years having moved from Wemyss Bay, Inverclyde where I lived for 30 years.
I enjoy meeting people and spending time with family and friends.
I joined Reidvale Management Committee in October 2023 having more time on my hands and an interest in what was happening in my community. I find this a challenge and a learning opportunity.
Jane Marley
I have been a Reidvale resident for 35 years and a committee member for 21 including 5 years as chairperson I am currently manager of East End Kids charity shop and am passionate about our community.
Ian Elrick
I have worked in social housing for a number of years. Initially in the North East of England and then back in Scotland with Glasgow City Council and latterly with Loretto Housing Association.
I am a qualified accountant and am committed to social landlords getting the balance right - providing good quality services for the tenants they serve, which costs money, while still keeping rents affordable.
I want Reidvale to succeed and that means being a landlord that listens and communicates openly with its tenants. I am committed to community control of Reidvale HA and the association being a key player in making Dennistoun a community where people want to live.
Helen Moore
As a co-optee on the Reidvale committee, Helen brings 17 years of experience as a committee member on the Reidvale committee, five of those as Chair. Helen is the former chair of Glasgow West of Scotland Forum and sat on the board of directors for around 10 years, gaining much experience in advocating and campaigning for affordable housing.
Helen has over 20 years experience working with Scotland’s contemporary art community, in studio management, marketing, advocacy and membership advocacy roles. She sat on the board of two artist led organisations and has an interest in equitable governance, urban design and community empowerment.
Carmen Rubio-Gutierrez
I have been a resident of Reidvale HA for over 20 years, and a Management Committee Member since March 2024. I am keen to learn, listen and work hard towards keeping our Housing Association well governed and ensuring that Reidvale residents get the standard of service we all deserve and pay for.
Ellen McVey
I am a resident of Reidvale having lived in the area for over 20 years. I am an active Management Committee member.
Within my professional life I have managed various community projects providing a wide range of services to local people.
I have previously been an active board member of various organisations, and since retiring continue to be involved as a volunteer with a local community hub.
Gerry Bitten-O’Prey
I have been a resident of Reidvale for 12 years. I currently work in the Emergency Department at Glasgow Royal Infirmary. My previous work for 20+ years included advising small/medium sized businesses on Health and Safety law.
I joined the Management Committee, as I truly believe in communities being in control of their Housing Association. I am enjoying being part of the committee, and the main question that leads me is how will this be to the advantage of the residents and the community as a whole.
Eddie Marley
I worked in photographic finishing for 20 years in many capacities, including negative processing, trainer, goods inward, customer service and shift supervisor. I then achieved an Education Degree at Glasgow University in my early forties.
I have been on the Reidvale Housing Association Committee for 16 years, including three and a half years as Chairperson, and volunteer in the area mainly through my local church.
Geraldine Dempsey
Born and raised in the Reidvale area of Dennistoun, Geraldine is deeply committed to upholding the values that define the Association, and championing the cause of Social Housing.
With a background on community health and social care, Geraldine has spent her career dedicated to improving the lives of others, by helping people have equal access to services of the highest standards. Geraldine firmly believes that everyone should have the right, and opportunity to become involved.
Geraldine brings both personal and professional experience to her role on the Management Committee, where she aims to help ensure that the Association continues to support and serve the community effectively.
Michael Carberry
Michael has an impressive 50 year history in the Social Housing Sector. Following a period of time as a Housing Officer with Glasgow City Council Michael joined Reidvale Housing Association in 1979 as Senior Housing Officer. He was, and still is a great supporter of the Reidvale community, and fully supports community controlled Housing Associations. Michael left Reidvale in 1994 to take up the Director’s Role at Blochairn Housing Association where he remained until his retirement in 2022.
Michael brings a wealth of experience to the Management Committee, and is committed to delivering improvements to the community of Reidvale.
Julie Smillie Interim Director
Terry McKenna Maintenance Manager
Colin McCreadie Maintenance Officer
Ross Sinclair Maintenance Officer (Part Time)
Tracy Munro Senior Maintenance and Factoring Assistant
Paul Rydquist Regulatory Compliance Consultant
William Boale Interim Housing Manager
Susan Tait Housing Officer
Sheila Rae Housing Assistant
Jenny Little Finance Officer (Part Time)
Ann Dundas Corporate Support Officer
Catherine Cameron Scheme Manager
John Butterly House Retirement Complex
Pat Devlin Housing Officer
Anna Walker Housing Assistant
Angela Brown Senior Housing Assistant
FURTHER INFORMATION
If you have any questions or would like further information about our plans for 2024/25, please get in touch:
