Vision & Values
Our Vision, which reflects our service user priorities, is to provide:
Quality homes and excellent services for today and the future
We seek to deliver this through these Common Values that have been jointly developed by our Management Committee and staff:
- Starting at the point of service delivery, we listen and learn from customers. We use this learning to improve how we work and achieve excellence.
- We encourage leadership and teamwork to identify and share progressive ideas.
- We value our people’s commitment and support their enthusiasm in achieving success.
Then & now
As a charitable Registered Social Landlord (Charity Registration SC034228), we were established in 1987 by a voluntary committee of local people concerned about the poor condition of houses in some of the remote villages of Clydesdale and about the shortage of rented housing in the area. The committee also wished to halt the economic decline in the remoter areas and to help make them viable communities again.
Following initial improvements to housing in three villages, we commenced a new-build development programme and to date have completed 27 projects in 16 towns and villages throughout rural South Lanarkshire. Since 1987 over £30m of housing investment has been channelled through the Association – we have built over 600 houses.
Over 150 former Scottish Homes tenants in Lanark, Rigside, Kirkmuirhill and Carluke transferred their tenancies to the Association in 2002 and 2003.
We have over 100 shareholding members and we own and manage nearly 740 houses. We employ 15 staff.
The Management Committee
We are managed by a voluntary Management Committee that is elected by shareholding members. The primary responsibilities of the Management Committee are to:
- Lead and direct our work.
- Promote and uphold our values.
- Set and monitor standards for service delivery and performance.
- Control our affairs and ensure compliance with the relevant legal and regulatory frameworks.
The Management Committee appoint professional housing staff to deliver services.
With up to a maximum of 15 members permitted, our Committee is made up from local people, including tenants, who live in the Clydesdale area. The Management Committee reserves a place for a representative of Clydesdale Tenants’ & Residents’ Group and South Lanarkshire Council. Our current Committee Members are:
- Pauline Sandford, Chairperson
- Gillian Callaghan, Vice-Chairperson
- Jean Ramage, Secretary
- Patrick Ross-Taylor, Treasurer
- Jeanette Arneil, Clydesdale Tenants’ & Residents’ Group Representative
- Gillian Birtwhistle
- Maggie Botham
- Frank Caddell
- Mary Clarke
- Susanne Crayton
- Clive Malins
- Catherine McClymont, South Lanarkshire Council Representative
- Briane Moore
- Carmena Nixon
- Christine Shookhye
We annually identify recruitment priorities to help us strengthen the skills of the Management Committee when vacancies occur. New Management Committee members are provided with an induction that includes free training and support. Management Committee members are reimbursed for out of pocket expenses incurred as a result of their work with us such as travelling costs, childcare or carer services.
A Committee Member Role Description is available on the left for information.
Please contact us if you have an interest in finding out more about joining our Management Committee.
At the office
During normal office hours, Monday to Friday.
Call us on 01555 665316 during office hours or 01555 663927 for Emergency repairs required outwith normal working hours or Public Holidays .
Fax us on 01555 666144 anytime.
Senior Staff Team
Joe Gorman, Chief Executive: email@example.com
Jane Guthrie, Depute Chief Executive: firstname.lastname@example.org
Vicky Rogers, Technical Services Manager: email@example.com
Eileen Wilson, Finance Manager: firstname.lastname@example.org
We currently employ 15 people. The link below displays our current staff structure:
Clydesdale Housing Association will provide equality of opportunity and fair treatment for all. This includes everyone who:
- Uses, or wishes to use, our services
- Wishes to be involved in our governance and overall management
- Works for us, or who applies to work for us
We have a track record of responding to the diversity within our community and have established the following objectives relating to our equality and diversity work:
- We will adopt policies, procedures and working practices which are responsive to the needs of all people living, or wishing to live, in our properties.
- We will seek to ensure that our Management Committee and staff translate our equalities objectives into effective action.
- We will make equal opportunities a mainstream part of all of CHA’s work, e.g. in relation to:
- Our governance.
- Our role as a landlord and service provider.
- Our employment role.
- The way we work with third parties such as consultants and contractors.
- We will meet our legal obligations, and go beyond these to achieve good practice in equalities issues.
- We will listen to the views and needs of all sections of the community when reviewing our policies, plans and service standards.
- We will monitor our performance closely to ensure that all groups have equal access and experience fair outcomes.
- We will be open and realistic in identifying where we can make improvements.
- We will communicate our improvement plans to tenants and other stakeholders and will ensure this is reflected in a Communication Strategy.
A copy of our Equal Opportunities policy is available in the Downloads area.
We are committed to continuous improvement.
We use feedback from customers and an analysis of our own performance to set targets that seek to improve our services. We have established a range of Key Performance Indicators (KPIs) against which we routinely monitor our performance – these KPI results help us to determine the success of Clydesdale.
Our KPIs are reported to our Management Committee on a monthly basis, displayed in our offices and included in our quarterly tenant newsletters. KPIs for 2016/17 are displayed below:
|Key Performance Areas||2016/17 Target||2016/17 Performance||2015/16 National Average|
|Average time taken (working days) to complete a non-emergency repair||5.5 days||5.3 days||7.5 days|
|Average time taken (hours) to complete an emergency repair||5 hours||2.1 hours||5.1 hours|
|Percentage of properties that require a gas safety record which had a gas safety check and record completed by the anniversary date.||100%||100%||99.9%|
|Average length of time taken (calendar days) to re-let empty properties||12 days||19 days||35 days|
|Percentage of rent lost through properties being empty||0.35%||0.59%||0.99%|
|Percentage of repairs completed Right First Time||95%||92%||91.3%|
|Percentage of anti-social behaviour cases reported that were resolved on time||95%||92%||86.6%|
|Rent collected as a percentage of total rent due||100%||104%||100%|
|Gross rent arrears (all tenants) as at 31 March each year as a percentage of rent due for the reporting year.||2%||1.95%||5.26%|
Please let us know if you have any suggestions for performance information you think would be useful for customers to obtain.
Our Offices are open as follows:
|Monday||9.00am to 1.00pm||2.00pm to 5.00pm|
|Tuesday||9.00am to 12.00 noon||2.00pm to 5.00pm|
|Wednesday||9.00am to 1.00pm||2.00pm to 5.00pm|
|Thursday||9.00am to 1.00pm||2.00pm to 5.00pm|
|Friday||9.00am to 1.00pm||2.00pm to 4.00pm|
We have a Customer Focus Charter that concentrates on:
- Quality – we will deliver high quality services making the best use of our resources. We will use your views to improve services.
- Commitment – we will treat you fairly and with respect. We will deliver our promises to you on time.
- Responsivness – we will be responsive to your enquiries and complaints. We will keep you advised on our activities and consult with service users and stakeholders when major changes to services are planned.
- Approachable – we will always be approachable and professional.
The 2016/17 customer satisfaction survey results showed an improvement over the past 3 years in how we are performing against this:
|Clydesdale Housing Association:||Satisfaction Results|
|Provides an effective and efficient service||94%||79%|
|Is providing the service I expect from my landlord||93%||78%|
|Treats its residents fairly||94%||79%|
|Has a good reputation in the area||88%||77%|
|Has friendly and approachable staff||97%||90%|
|Tradesmen have a good attitude||94%||94%|
|I trust my landlord||93%||79%|
Feedback on the services most valued by tenants was also positive:
|Satisfaction Results||2015/16 National Average|
|How satisfied are you with:||2016/17||2013/14|
|The overall service we provide||92%||79%||89%|
|The repairs service||91%||76%||90%|
|The overall quality of your home||84%||77%||86.5%|
|The way we keep tenants informed about services and decisions||97%||84%||90.6%|
|The management of your neighbourhood||90%||81%||86.8%|
|Grounds maintenance to common areas||89%||73%||N/A|
|Value for money for your rent (and service charges)||83%||63%||79%|
|Opportunities to participate in our decision making processes||91%||72%||83%|
A 2017 newsletter summarising the 2016/17 survey is available in the Downloads area.
We are a Registered Social Landlord with The Scottish Housing Regulator – reference HAL 93 and with the Financial Conduct Authority’s Register of Friendly Societies – reference 2237 (R). We are a Registered Scottish Charity – reference SC 034228.
The Association is a member of the Scottish Federation of Housing Associations (SFHA), Employers in Voluntary Housing (EVH) and SHARE (a learning and development resource for housing associations).
Further information about our performance can be found on the Scottish Housing Regulator’s website here (a copy of the most recent Scottish Housing Regulator’s Annual Landlord Report on our performance is available opposite) and on the Scottish Charity Regulator’s website here.