Annual Report and Landlord Report 2025 - 2026
Contents Our Vision, Mission, Values and Behaviours ......................................................... 1 Chairperson’s Report for 2025/2026...................................................................... 2 2025-2026 Performance Summary........................................................................ 2 Pineview’s Committee of Management ................................................................. 8 Our Finances......................................................................................................... 9 Future Service Priorities ...................................................................................... 10 Scottish Social Housing Charter Report 2025 – 2026.......................................... 11
Our Vision, Mission, Values and Behaviours Vision Statement: To be a leading social landlord in Scotland. Our Vision Strapline: “Pineview Housing Association - Putting People 1st” Our Mission: “Pineview Housing Association aims to provide quality affordable homes, and deliver excellent service through listening to and engaging with our customers”. Our Values and Behaviours: The Values that our staff and committee members are expected to adhere to at all times: Community: engaging, collaborating, and including Resilience: continuously learning, developing, and adapting Integrity:
being open, honest and fair
Diligence:
working conscientiously and to a high standard
Dignity:
treating everyone with respect and compassion
We have developed a behaviours framework which applies to all our staff and committee. The following link will take you to our Policies where you can get a copy of our Behaviours Framework.
Pineview Housing Association | Annual Report | 2025/26
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Chairperson’s Report for 2025/2026 It has been another positive year for Pineview, and I am pleased to share some of our achievements with you. Our focus remains on providing high quality services, investing in our homes and communities, and putting tenants at the heart of everything we do. We were delighted that more than 90% of tenants who took part in our independent satisfaction survey said they were satisfied with our services, with our tenant satisfaction results exceeding the Scottish average across all Charter indicators. Thank you to everyone who took the time to share their views. Your feedback helps us understand what we are doing well and where we can improve. During the year, we continued to deliver strong performance, completing repairs quickly and efficiently, reducing rent arrears, supporting tenants to maximise their income, and investing over £1.6 million in our homes and estates. We also continued our wider community work, supporting local organisations and investing in tenant participation and community activities. As we look ahead, our commitment remains unchanged: to provide safe, affordable homes, deliver excellent services and work closely with tenants to make Pineview an even better place to live. On behalf of the Management Committee, I would like to thank our tenants, Customer Forum members, staff and partner organisations for their continued support and contribution throughout the year. Together, we continue to make a positive difference in our community. Following my chairperson’s report is our annual charter report which details our positive results against achieving the outcomes of the Scottish Social Housing Charter.
2025-2026 Performance Summary Our performance results show that Pineview continues to be a top performing landlord in Scotland, delivering high quality services that offer true value for money.
While emergency repair times and tenancy sustainment sat just below the national average, both met our internal targets and remain on track.
We performed better than the Scottish average in almost every key area, including:
Our success this year is built directly upon our commitment to four key strategic goals:
Tenant satisfaction and customer engagement.
✓ Satisfied People
•
Housing quality and excellent tenant safety compliance.
✓ High Performance
•
Repairs performance, rent collection, and low void times.
•
Affordable rents that remain significantly below the national average
•
✓ Sustainable Homes ✓ Connected Community . This report highlights some of our key outcomes for each strategic goal and details how we achieved them.
Pineview Housing Association | Annual Report | 2025/26
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Strategic Goal - Satisfied People Key Outcomes Include: 1. More customers value our customer care. 2. Our people feel valued and supported. 3. Investors in People (IIP) Gold accreditation is retained.
1. More customers value our customer care Following the publication of our Tenant Satisfaction Survey results in March 2026, our proposed action plan was approved by the committee in May 2026. These approved measures have now been integrated into the 2026/2027 Tenant and Customer Participation Action Plan. Our positive Tenant Satisfaction survey results and action plans are publicly available on our website. Tenant satisfaction with customer care remains exceptionally positive at 98%, matching the high results achieved when this question was first introduced in the 2022 Tenant Satisfaction Survey. This feedback highlights that the vast majority of residents are either very or fairly satisfied with their interactions with our team. Despite these fantastic results, the Pineview committee, staff, and the Customer Forum remain committed to continuous improvement. 2. Our people feel valued and supported Following on from our commitment last year, we have continued to engage closely with our staff team to ensure that Pineview remains a great place to work. Celebrating Award Success: Pineview won the Employee Career Development Award at The Herald/s1jobs Top Employer Awards 2025! We were also proud finalists for the Best Flexible Working Initiative. In honouring Pineview, the judging panel highlighted our: ✓
Exceptional commitment to internal career development.
✓
Focus on values led recruitment and bespoke training.
✓
Support for formal qualifications, mentoring, and rotational opportunities.
This prestigious award is a testament to the forward thinking Committee of Management who strategically invest resources in our people, and remain committed to their professional growth and the success of the Association. Staff Success Spotlights: Our investment in career development is perfectly highlighted by the achievements of Ben Keenan, who was promoted to Senior Housing Officer in January 2026. Ben secured this promotion through a competitive process, against other exceptional interview candidates shortlisted from nearly twenty applications. Ben has been working closely with Karen, our Housing Services Manager, to further enhance his skills and ensure our housing services continue to thrive. Pineview Housing Association | Annual Report | 2025/26
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We were also delighted that Sinead Sharkey and Caitlin Campbell were both promoted to Housing Services Officers on 1st April 2026. Since September 2024, Sinead and Caitlin have worked incredibly hard, expertly balancing their traineeships here at Pineview with undertaking a Post Graduate Diploma in Housing Studies at the University of Stirling. Their dedication to their studies and the hands on experience they have gained made them the perfect fit for these roles. We couldn't be prouder of their achievements and know they will continue to be fantastic in their positions. 3. IIP Gold accreditation is retained Building on the feedback from our 2024 report, our dedicated working group successfully navigated our interim 24 month review in January 2026. This momentum is driving our current preparations as we approach our full IIP accreditation renewal in 2027. I look forward to reporting on the continued growth, dedication, and successes of our people in next year’s annual report.
Strategic Goal – Sustainable Homes Key Outcomes Include: 1. More tenants are satisfied with the quality of their home. 2. Tenants can afford to live in their homes. 3. Our homes are well maintained. Our Strategic Goal of Sustainable Homes is about providing homes that tenants are proud of, can afford and can rely on being well maintained. 1. More tenants are satisfied with the quality of their home.
3. Our homes are well maintained.
Tenant satisfaction with the quality of homes increased significantly to 93.51%, above the Scottish average, while 99.88% of our homes met the Scottish Housing Quality Standard - (one property was late in having its electrical check complete). 2. Tenants can afford to live in their homes. Rent arrears reduced significantly from 5.44% to 3.64%, and our financial support and welfare advice services helped tenants access grants and benefits to strengthen household finances and sustain their tenancies. Keeping homes affordable remains central to this goal. Our average rent remains below the Scottish average, while 94.40% of tenants believe their rent represents good value for money.
During the year, we invested more than £1.6 million in our homes and estates, including planned and reactive work to kitchens, bathrooms and boilers, alongside cyclical maintenance programmes. We continued to deliver a strong repairs service, completing more than 2,800 nonemergency repairs in around three days on average and 500 emergency repairs in under four hours on average. Satisfaction with the repairs service exceeded 95%, demonstrating that tenants value both the quality and responsiveness of the service they receive. Together, these results show excellent progress in providing safe, affordable and well maintained homes, while we continue to focus on areas where further improvement is needed.
Pineview Housing Association | Annual Report | 2025/26
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Strategic Goal – High Performance Key Outcomes Include 1. We have a values driven culture. 2. We maintain regulatory compliance 3. Our business remains financially viable
1. We Have a Values Driven Culture At Pineview, high performance is about how we treat people every day. To ensure our team consistently delivers excellent customer care, we actively use our Behaviours Framework. This tool translates our core values into clear, everyday expectations for all staff and committee members. ✓ Community ✓ Resilience ✓ Integrity ✓ Diligence ✓ Dignity To keep these standards alive and at the forefront of our work, we use a continuous review system: •
Focused Quarterly Checks: Instead of reviewing the entire framework all at once, our team evaluates just one specific behaviour section every three months.
•
Constant Polish: During these quarterly sessions, staff look closely at how well we are living out that specific value in our daily interactions with you and each other, such as how we show respect, handle inquiries, or support the community.
•
Committee Oversight: Any insights or improvements from these staff sessions are reported directly to the Management Committee to ensure high standards are maintained across the entire organisation.
This rolling method ensures our customer service standards never sit dusty on a shelf. We are constantly discussing, polishing, and practicing them to better serve our community.
Viable Pineview Housing Association | Annual Report | 2025/26
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2. We Maintain Regulatory Compliance Each year, we work with independent auditors to review our policies, procedures, and service delivery. These audits provide assurance that we are meeting legal and regulatory requirements, managing homes safely, and operating in line with good governance standards. During 2025/2026, independent reviews covered four key areas and three follow up areas from the previous year, with excellent results across all areas:
Work Area Covered
Our Next How We Did Steps (Conclusion) (Fixes)
What This Means For You Confirms the performance numbers we publish to tenants are 100% accurate.
ARC Reporting
Strong
1 Low Priority
Annual Assurance Statement
Strong
1 Low Priority
Confirms we meet regulatory and good practice standards.
Overall Financial Controls
Strong
1 Low Priority
Proves rent money is handled securely and the business is stable.
Estates Management
Substantial
1 Medium, 3 Low
Shows neighbourhoods are wellkept, with minor administrative improvements needed.
None
Confirms our processes for dealing with neighbourhood and community issues are working well.
1 Medium
Verifies that prior year recommendations are implemented within the expected times, and plans in place to address any outstanding actions.
Anti-Social Behaviour (ASB) Follow-Up Risk Management Reactive Maintenance Follow-Up
Strong
Substantial
These results provide independent assurance that our governance, compliance, and service delivery arrangements are operating effectively. Action plans are already in place to address all recommendations and further strengthen our services. 3. Our Business Remains Financially Viable Strong financial management is essential to maintaining a sustainable organisation and continuing to invest in our tenants' homes. In accordance with our Rules, our financial records have undergone a thorough independent external audit, resulting in a completely clean audit opinion. Additionally, our 2025/2026 internal audit on Overall Financial Controls received a "Strong Assurance" rating, with just one lowpriority recommendation. Together, these outcomes provide independent confirmation that our financial controls are robust, risks are tightly monitored, and resources are used responsibly. This ensures Pineview remains financially stable, giving our tenants confidence that their rent is securely managed and reinvested efficiently into future services. Pineview Housing Association | Annual Report | 2025/26
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Strategic Goal – Connected Community Key Outcomes Include
1. 2. 3.
Our partnerships make a positive impact. We are an engaged partner. We support the local community.
1. Our partnerships make a positive impact Each year, Pineview makes charitable donations to local good causes that positively impact the lives of our tenants, customers, and the wider community. Our Rules dictate that these donations must further the core objects of the Association and can only be made to registered charities. At our Annual General Meeting (AGM) on 23 June 2026, we reported to members that £2,500 was donated to various local charities, including: ✓
Drumchapel Foodbank
✓
The Pantry (G15 Thriving Places)
✓
Community Hubs (St Marks, Drumchapel Baptist, and St Andrews Churches)
These charitable donations provided essential food supplies and supported community events like lunch clubs and social activities delivered by local churches. If you would like a copy of the 2025-2026 Donations Report, please contact the office and speak to Isobel. 2. We are an engaged partner Being an engaged partner means actively listening to our community and supporting local initiatives and seasonal campaigns. This year, donations made by Drumcog and fundraising by the staff team contributed a total of £2,953 to local projects and charities, providing practical support where it was needed most, including: ✓
Staff team, committee and contractor fundraising for Drumchapel Foodbank’s Winter Appeal – £1,885
✓
Drumcog donation to Positive Action in Housing – £500
✓
Drumcog donation to Drumchapel Community Council – £500
✓
Staff fundraising for Breast Cancer Now (Wear it Pink) – £68
Pineview Housing Association | Annual Report | 2025/26
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3. We support the local community We are committed to reinvesting back into our neighbourhoods to ensure they remain vibrant, supportive, and well-maintained places to live. Our tenant participation spend for the year totalled £22,000. This funding directly supported our youth, residents, schools and green spaces through activities including: Activity / Project Support
Spend
G15 Youth Project (Youth Initiatives & Pickleball Hire)
£4,534
Christmas Vouchers (For PHA residents aged 60+)
£3,290
PHA Annual Family Summer Outing
£3,262
Drumchapel Cycle Hub (Financial Support for Easter Programme)
£1,310
Drumchapel High School (Sanctuary Space setup, furniture & sensory equipment)
£1,174
G15 Pantry (Annual Membership for all PHA Tenants)
£ 852
Environmental Improvements (Planters/compost)
£ 632
In addition to the community activities listed above, £6,946 of tenant participation spending covered opportunities for tenants to share their views and get involved. This included our three yearly Tenant Satisfaction Survey, service delivery satisfaction surveys by text message (SMS), consultation prizes, AGM members draw, and the Customer Forum Christmas lunch.
Pineview’s Committee of Management Thanks go to my dedicated Committee colleagues for volunteering their time and experience to manage Pineview’s strategic business, ensuring our ongoing success and viability. To comply with our rules, and the regulatory framework, we underwent another independent annual appraisal review during 2025/2026. The review concluded that Pineview’s committee is operating effectively, understands its role and the respective responsibilities of the committee and senior staff. Committee Learning and Development: Our committee members took part in a wide range of learning during the year. They completed learning sessions either on their own or together as a group with our local housing association partners in Drumcog: • Long-Term Planning: how to focus on the big picture to secure the future of our homes and community. • Health & Safety: skills in Health & Safety laws and “Meet the Regulator” - deep dive into annual assurance statements, case studies, and notifiable events • Investing in Property: asset management to better plan home improvements, repairs, and neighbourhood updates. • Warmer, Greener Homes: national sessions on Net Zero to explore how to make homes more energy efficient and cheaper to run. • Strong Leadership: Chairing and governance skills to run a professional, fair, and open housing association. Visit our website www.pineview.org.uk to find out more about our Committee of Management and Staff team. If you are interested in joining our Committee of Management and helping to shape Pineview’s future, please contact the office to find out more about what is involved. We would love to hear from you. Pineview Housing Association | Annual Report | 2025/26
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Our Finances We prepare short, medium, and long-term budgets which reflect our planned activities. Actual outcomes relative to budget are monitored on a quarterly basis to allow any corrective action to be identified and taken. Most of the income that we receive comes from the rents and service charges that we charge on the properties we let and manage. As a non-profit making charity, any surpluses are set aside to fund future expenditure such as planned and cyclical maintenance including component replacements. The information below agrees with our audited financial statements; a full copy of these are available on our website. Figures are rounded to the nearest whole £ and %. 2025/2026 Income Net Rent and Service Charges Receivable Other Revenue Grants Receivable
Total £4,180,125 £83,869
Interest Receivable Other Income
Expenditure per £1 Spent
£169,886 £11,112 £4,444,992
2025/2026 Expenditure
Per £1 Spent
Staff Costs
0.29p
Property Maintenance (Note 1)
0.43p
Other Estate Costs
0.08p
Overheads and Other Operating Expenditure
0.15p
Loan Capital Repayments
0.04p
Interest Payable and Similar Charges
0.01p £1.00
Total £1,033,550 £1,562,574 £295,844 £533,807 £154,820
Note 1: Property Maintenance
Planned and cyclical maintenance: £522,801 Reactive maintenance costs: £645,557 Capitalised major repair costs: £394,215
£16,489 £3,597,084
The key figures from our balance sheet as of 31 March 2026 are as follows: Historic Cost of Housing Properties Cash and Cash Equivalents Housing Loans (Note 2) SHAPS Pension Deficit Liability Net Assets
£68,875,894 £6,682,839 £1,121,560 £345,000 £18,195,190
Note 2: Housing Loans In the past, the Association took out bank loans to allow us to build new homes and improve housing stock
There are several information requirements, set out by our lenders within the loan agreements, known as loan covenants, which we must comply with. We are pleased to report that we continued to meet all the requirements of these loan covenants during 2025-26. Pineview Housing Association | Annual Report | 2025/26
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Future Service Priorities We update our business plan on an ongoing basis with our priorities and targets. Our business plan contains key performance targets to work towards over the coming year. If you would like a copy of our business plan please visit our website or contact us to request a printed copy. Looking forward, our priority remains to achieve our strategic goals and to: ✓ provide safe and affordable homes ✓ deliver high quality, responsive services ✓ ensure tenants remain at the heart of everything we do We will continue to engage regularly with tenants through our customer forum, newsletters, and online platforms.
I hope you have found the information in my report informative and useful. The rest of our report relates to our performance against achieving the outcomes of the Scottish Social Housing Charter. Thank you, Linda Devlin, Chairperson
If you would like more information on what our forum or committee membership involves, or further information about our report, please contact us as we would love to hear from you.
Pineview Housing Association | Annual Report | 2025/26
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Scottish Social Housing Charter Report 2025 - 2026 Introduction The Scottish Social Housing Charter sets out the standards and outcomes that tenants and other customers should expect from their landlord. This report explains how Pineview Housing Association has performed against these standards during the year, and highlights the work we have undertaken to provide safe, high quality homes and services for our tenants. At the heart of everything we do is our commitment to supporting tenants, keeping homes safe, and helping to create a community where people can live well and feel secure. This includes ensuring homes meet required safety standards, responding effectively to repairs, listening to tenant feedback, and delivering services that meet the individual needs of our tenants and residents. This report compares our performance with the Scottish average figures published by the Scottish Housing Regulator (SHR). We also include benchmarking information from the Scottish Housing Network (SHN) and other local housing associations within the Drumchapel Community Ownership Group (Drumcog) where available. In addition, comparisons with our previous year's performance help show where we have improved and where further work is needed. While performance figures are important, they only tell part of the story. Behind every statistic are our tenants, their homes, and their experiences of our services. We encourage anyone interested in learning more about our performance to get involved through our Resident and Customer Forum, where tenants and customers can help shape services, influence decisions, and hold us accountable for the services we provide.
What is the Scottish Social Housing Charter? The Scottish Social Housing Charter was developed by the Scottish Government in consultation with tenants, landlords, homeless people, representative organisations and the Scottish Housing Regulator (SHR). It sets out the outcomes and standards that social landlords should achieve for their tenants and other customers. The Charter helps ensure that tenants receive safe, well maintained homes, quality housing services, and opportunities to have their views heard. Each year, social landlords submit an Annual Return on the Charter (ARC), which is used to assess performance and provide transparency for tenants. The Charter contains six standards, five of which apply to Pineview. These standards are supported by a range of outcomes that describe what tenants can expect from their landlord. Pineview reports annually on the outcomes that apply to our services, demonstrating how we are delivering for tenants and meeting our responsibilities as a registered social landlord.
Pineview Housing Association | Charter Report | 2025/26
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SHR National Report on the Scottish Social Housing Charter Headline Findings 2025 - 2026 Each year the Scottish Housing Regulator produces a report based on the information reported to them by social landlords on their performance in achieving the standards and outcomes of the Scottish Social Housing Charter. The general picture for the Scottish average shows: 9 out of 10 tenants satisfied with the homes and services their landlord provides. Scottish wide averages for 2025/26 in areas that the SHR advise matter most to tenants were: • •
Emergency repairs response time improved to 3.3 hours (PHA 3.7hours) Tenants satisfied: ✓ with the quality of their homes increased to 87% (PHA 94%) ✓ that their rent is good value for money remained at 82% (PHA 94%) ✓ with their landlord’s contribution to neighbourhood management increased slightly to 85% (PHA 96%) ✓ with opportunities to participate in their landlord’s decision-making processes increased to 88% (PHA 100%)
with being kept informed about their landlord’s services and decisions increased to 91% (PHA 100%) Anti-social behaviour cases which were resolved was 93% (PHA 100%) First stage complaints responded to in full remained high, increasing to 98% (PHA 99%) Average weekly rent in 2025/26 increased to £103.10. (PHA £92.50) Average rent increase applied in April 2026 was 5.6% (PHA 4.7%)
✓
• •
• •
Source: SHR - You can read the full SHR report on the SHR website
Performance Information Available from the Scottish Housing Regulator There is a volume of information about all Scottish RSLs available from the Scottish Housing Regulator on their website. The SHR also has an online tool which can be used to compare one landlord’s results against the Scottish average and against other landlords. If you need some assistance to access this information, please contact Isobel at our office who will be happy to help you.
Charter Report Symbols For Benchmarking Throughout this report we will use the following legends to illustrate our comparative results: We will use the following symbols to demonstrate how we perform in comparison to the Scottish averages: Better than Scottish averages: ☺ Below Scottish averages:
We will use the following symbols to demonstrate how we perform in comparison with our internal targets: Target met or exceeded: T+ Performance below Target: TWhere there is no symbol, there are no internal targets set.
Some of the comparisons for 2024/2025 vary from what was given in our 2024/2025 report. This is due to some landlords reviewing and amending their results mid-year after the 2024/2025 report was produced. If you would like to be involved in setting our targets, please contact Karen, Joyce or Isobel to discuss how you can get involved. Pineview Housing Association | Charter Report | 2025/26
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The Customer Landlord Relationship
What else we do…
What the Charter says:
At Pineview, we are committed to ensuring equality of opportunity for everyone and protecting human rights in all aspects of our service.
1: Equalities Social landlords perform all aspects of their housing services so that: • they support the right to adequate housing. • every tenant and other customer has their individual needs and rights recognised, is treated fairly and with respect, and receives fair access to housing and housing services. 2: Communication Social landlords manage their businesses so that: • tenants and other customers find it easy to communicate with their landlord and get the information they need about their landlord, how and why it makes decisions and the services it provides. 3: Participation Social landlords manage their businesses so that: • tenants and other customers are offered a range of opportunities that make it easy for them to participate in and influence their landlord’s decisions at a level they feel comfortable with. Our Charter satisfaction results are from our 2025 tenant satisfaction survey. Research Resource were commissioned to carry out an independent satisfaction survey on our behalf and commenced face to face surveys in December 2025. Our next survey will be undertaken in 2028.
To achieve this, we take several important steps, including: ✓ Staff training on equality and inclusion. ✓ Equality impact assessments to review our services. ✓ Data collection and analysis to better understand our community. ✓ Regular updates to our
Equalities Action Plan. We currently collect equalities information during our routine home visits to all our tenants. During 2026/2027 we plan to refresh this data on an ongoing basis during future visits to ensure our records stay accurate and up to date every two years. This ensures we can tailor our services effectively to meet the diverse needs of our community.
Our Service Results: Indicator 1
☺
☺ Indicator 2
☺
☺
Percentage of tenants Percentage of tenants who feel their landlord is satisfied with the overall 2024/25 2025/26 2024/25 2025/26 good at keeping them service provided by Results Results Results Results informed about their their landlord. services and decisions. Pineview HA 91.50% 91.45% Pineview HA 97.36% 99.41% SHN Average 90.26% 91.69% SHN Average 95.05% 96.56% DRUMCOG Average 91.39% 92.01% DRUMCOG Average 97.10% 97.67% Scottish Average 86.85% 87.60% Scottish Average 89.98% 91.35% Indicator 5 Percentage of tenants satisfied with the opportunities given to them to participate in their landlord’s decision making processes.
☺
☺
2024/25 Results
2025/26 Results
You can read our Tenant and Customer Participation Plan on our website
Pineview HA 99.41% 99.71% SHN Average 94.07% 95.38% DRUMCOG Average 96.65% 96.00% Scottish Average 86.34% 88.07% Pineview Housing Association | Charter Report | 2025/26
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Indicators 3 and 4 1st and 2nd stage complaints responded to in full, and average time in working days for a full response. 2023/2024 2024/2025 SPSO Time-scales st nd 1st Stage:5 days, 1 2 1st 2nd 2nd Stage:20 days Stage Stage Stage Stage No of complaints received 67 2 97 6 % of all complaints responded 98.51% 100.00% 97.94% 83.33% to in full The average time in working 3.89 84.50 4.17 23.80 days for a full response Days Days Days Days Scottish Average % of all 97.14% 90.83% 98.17% 92.62% complaints responded to in full Scottish Average time in 5.36 21.32 5.36 28.69 working days for a full Days Days Days Days response Not all complaints can be resolved within SPSO timescales, as some require more detailed investigation. While we aim to respond as quickly as possible, in some cases additional time is needed to ensure a thorough review of the issues raised and to achieve a fair and appropriate outcome. What else we do… Recording, reporting, learning and publicising Our Complaints Handling Procedure helps us record and monitor complaints, identify trends, learn from customer feedback, and improve our services. We regularly review complaints to understand what has gone wrong, take corrective action, and prevent similar issues from happening again. To ensure transparency, we publish information about our complaints performance and examples of service improvements in our quarterly newsletter, which is available on our website. Complaints Case Study 1781 A tenant was disappointed that their bathroom was not being replaced at the same time as neighbouring properties and felt embarrassed by its condition. Staff explained that the bathroom had been renewed in 2016 and was therefore not due for replacement under the planned maintenance programme. However, rather than relying solely on the replacement schedule, staff arranged an appointment to listen to the tenant's concerns and assess the bathroom condition. The inspection identified repairs that would improve the condition of the bathroom. These repairs were completed promptly, and the tenant was satisfied with the outcome. What we learned: We learned that a tenant’s formal complaint might not tell the whole story. Even if a complaint technically lacks grounds, staff must never assume action is not required. Moving forward, we are training our team to look deeper into every report, listen closely to underlying concerns, and investigate fully. By clearly explaining our decisions and taking proactive action where needed, we will keep our tenants safe, informed, and valued.
Tenant Compliments and Feedback: Key Themes Repairs and Maintenance: Fast response times, quality workmanship and helpful contractors. Environmental Services: High standards of close cleaning, bulk uplift services and estate improvements. Customer Service: Friendly, supportive and understanding staff. Tenancy Support: Assistance with rent matters, arrears, welfare support and advice. Property Improvements: Positive feedback on windows, doors, lighting, wet rooms and fencing. Overall Satisfaction: Several tenants described Pineview as an excellent landlord and praised the overall service received You can read our 2025/2026 Complaints and Compliments report for on our website.
Our Complaints Handling Procedure is based on the Scottish Public Services Ombudsman (SPSO) Model Complaints Handling Procedure. Visit the SPSO website for more information.
Pineview Housing Association | Charter Report | 2025/26
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What Tenants Told Us
Housing Quality and Maintenance What the Charter says: 4: Quality of housing Social landlords manage their businesses so that: • tenants’ homes, as a minimum, when they are allocated are always clean, tidy and in a good state of repair, meet the Scottish Housing Quality Standard (SHQS), and any other building quality standard in place throughout the tenancy; and also meet the relevant Energy Efficiency and Zero Emission Heat Standard. 5: Repairs, maintenance and improvements Social landlords manage their businesses so that: • tenants’ homes are well maintained, with repairs and improvements carried out when required, and tenants are given reasonable choices about when work is done. Our Service Results: T☺ T- ☺ 2024/25 2024/25 Percentage of stock Our Target Our Target meeting the SHQS at the 100% 100% end of the reporting year. Indicator 6
Pineview HA SHN Average DRUMCOG Average Scottish Average Indicator 7 Percentage of tenants satisfied with the quality of their home. Pineview HA SHN Average DRUMCOG Average Scottish Average
99.77% 97.04% 99.52% 87.24%
99.88% 96.85% 99.64% 89.53%
☺
☺
2024/25 Results 86.22% 87.23% 88.68% 84.72%
2025/26 Results 93.51% 90.51% 93.20% 86.64%
Tenant feedback on repairs and maintenance services has been overwhelmingly positive, with many residents highlighting the professionalism, friendliness and quality of work delivered by our contractors. This feedback reflects our commitment to providing a responsive, customer focused service and maintaining positive relationships with tenants. While most responses were positive, some tenants highlighted areas where we can improve, including ensuring repairs are fully recorded, improving communication on follow on works, and resolving issues at the first visit whenever possible. We have used this feedback to strengthen repair tracking, improve communication with tenants and contractors, and enhance quality checks to help reduce repeat repairs. By listening to both positive and constructive feedback, we can continue to improve our services and ensure tenants receive safe, high quality homes and services. Some comments from our tenants: ✓ 100% satisfied customer. ✓ Excellent Service. All the contractors are very helpful, understanding and extremely professional. ✓ The guys done an outstanding job, they were professional, friendly and explained to me what was going on at all times. ✓ The workmen done a BRILLIANT JOB.
T+ ☺ T+ Indicator 9 T+ ☺ T+ ☺ 2024/25 2025/26 Average length of 2024/25 2025/26 Average length of time Our Target Our Target time taken to Our Our taken to complete 4 Hrs 4 Hrs complete nonTarget Target emergency repairs. emergency 4 Days 4 Days repairs. Pineview HA 3.07 hrs *3.74 hrs Pineview HA 3.02 Days 3.30 Days SHN Average 2.46 hrs 2.44 hrs SHN Average 4.34 Days 5.07 Days DRUMCOG Average 2.61 hrs 2.61 hrs DRUMCOG Average 3.02 Days 3.22 Days Scottish Average 3.89 hrs *3.45 hrs Scottish Average 9.13 Days 8.75 Days *Difference of approximately 17 minutes reflects variations in operating environments, repair types, local service delivery factors, with both figures demonstrating a prompt repairs service. Indicator 8
Pineview Housing Association | Charter Report | 2025/26
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Indicator 10
T+
Percentage of reactive repairs carried out in the last year completed right first time. Pineview HA SHN Average DRUMCOG Average Scottish Average
☺
2024/25 Our Target >95% 95.69% 94.44% 96.63% 88.02%
T+
☺
2025/26 Our Target >95% 95.86% 96.28% 97.67% 95.29%
Tenant and Resident Safety During 2024/25, the Scottish Housing Regulator updated how landlords must report performance against the Scottish Social Housing Charter. From 1 April 2025, these updated outcomes require us to track and report on long standing statutory duties alongside mandatory new safety indicators. This section details our performance across four critical areas of tenant and resident safety: ✓ ✓ ✓ ✓
Gas Safety: Ensuring mandatory annual checks are completed on time. Electrical Safety (EICRs): Tracking compliance with five-yearly electrical inspections. Damp, Mould, and Condensation: Monitoring how quickly and effectively we resolve reports. Fire Detection Systems: Reporting on homes meeting the enhanced interlinked alarm standards.
☺
Indicator 11
☺ Indicator 29 (New)
☺
How many times in the The number of times within the reporting year did you not reporting year that you did not 2024/25 2025/26 2025/26 meet your statutory duty to meet the requirement to complete Results Results Results complete a gas safety an electrical installation condition check report (EICR) Pineview HA 0.00 0.00 Pineview HA 2 SHN Average 0.48 0.15 SHN Average 4 DRUMCOG Average 0.00 0.00 DRUMCOG Average 1 Scottish Average 2.43 2.67 Scottish Average 170
☺
Indicator 30 (New)
Number of homes that do not have ‘satisfactory equipment for detecting fire and 2025/26 giving warning in the event of fire or suspected fire’ installed at the year end Results Pineview HA 0 SHN Average 1 DRUMCOG Average 0 Scottish Average 1.5 Indicator 31 (New) Average time taken to resolve cases of damp and/or mould Pineview HA SHN Average DRUMCOG Average Scottish Average
Indicator 32 (New)
☺ Percentage of cases of damp
☺
2025/26 Results
2025/26 and/or mould resolved that were Results reopened 15.76 Days Pineview HA 7.35% 17.70 Days SHN Average 12.43% 12.76 Days DRUMCOG Average 7.14% 25.74 Days Scottish Average 8.30% Pineview Housing Association | Charter Report | 2025/26
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Neighbourhood and Community
What else we do...
What the Charter says:
Our Estate Management Action Plan focuses on creating clean, safe, and welcoming spaces where our community can thrive.
6: Estate management, anti-social behaviour, neighbour nuisance and tenancy disputes Social landlords, working in partnership with other agencies, help to ensure as far as reasonably possible that: • tenants and other customers live in wellmaintained neighbourhoods where they feel safe. Our Service Results: T☺ T+ ☺ 2024/25 2025/26 Percentage of anti-social Our Our behaviour cases reported in the Target Target last year which were resolved 100% 100% Pineview HA 99.30% 100.00% SHN Average 97.44% 98.46% DRUMCOG Average 99.69% 99.73% Scottish Average 93.44% 93.11% Indicator 14
Indicator 13
☺
☺
Percentage of tenants satisfied with the landlord’s contribution 2024/25 2025/26 to the management of the Results Results neighbourhood they live in Pineview HA 94.72% 95.87% SHN Average 89.92% 91.15% DRUMCOG Average 93.66% 91.11% Scottish Average 84.23% 84.94%
Pineview HA SHN Average DRUMCOG Average Scottish Average
For a shared close to pass it must meet standards across all five core elements: close cleaning, litter/bulk control, paths and surrounding gardens, bin shed management, and window and door cleanliness. A similar strict criterion is applied to our wider estates, scoring the appearance of streets and fence lines, individual property gardens, shared common grounds, bin lanes, and Pineview owned parking spaces. Actions to improve: We have put several measures in place to tackle concerns around bulk waste and close cleaning: •
•
Indicator 20 Percentage of court actions initiated resulted in eviction
Our New Grading System: To ensure our shared spaces look their best, we launched a new grading system in November 2025. Common closes, streets, and gardens are regularly inspected and rated as Excellent, Good, or Unsatisfactory.
2024/25 Results
2025/26 Results
33.33% 26.24% 28.57% 26.57%
20.00% 25.45% 30.77% 26.86%
•
Direct Ownership: Individual Estate Caretakers are personally responsible for the upkeep of specific closes. Tackling Bulk Waste: We reorganised collections and introduced private skip hire to manage access issues with Glasgow City Council (GCC) recycling centre facilities. Stronger Partnerships: We are working jointly with GCC and exploring wider community projects with local politicians and Drumcog organisations.
We are committed to tackling anti-social behaviour through the following actions: ✓ Ensuring all residents live in a secure, well maintained environment. ✓ Protecting the rights of tenants and neighbours to peacefully enjoy their homes. ✓ Expecting community members to act reasonably and respect differing lifestyles. ✓ Utilising all available enforcement powers to deal effectively with incidents. ✓ Partnering with external agencies to collaboratively address anti-social behaviour. For more information about Estate Management and Anti Social Behaviour, visit our website https://www.pineview.org.uk/tenant-handbook/ Pineview Housing Association | Charter Report | 2025/26
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Access to Housing and Support What the Charter says: 7, 8 and 9: Housing options Social landlords work together to ensure that: • people looking for housing get information that helps them make informed choices and decisions about the range of housing options available to them. • tenants and people on housing lists can review their housing options. Social landlords have a role to prevent homelessness and should ensure that: • people at risk of losing their homes get advice and information on preventing homelessness. 10: Access to social housing Social landlords ensure that: • people looking for housing find it easy to apply for the widest choice of social housing available and get the information they need on how the landlord allocates homes and on their prospects of being housed. 11: Tenancy sustainment Social landlords ensure that: • tenants get the information they need on how to obtain support to remain in their home; and ensure suitable support is available, including services provided directly by the landlord and by other organisations. Our Service Results: Indicator 15 Percentage of new tenancies sustained for more than a year Pineview HA SHN Average DRUMCOG Average Scottish Average
T+ ☺ T+ 2024/25 2025/26 Our Our Target > Target > 90% 90% 94.44% 93.32% 96.03% 91.62%
90.00% 94.56% 95.24% 92.45%
27 out of 30 Pineview tenancies were sustained in the reporting year. At first glance, being 2.45% below the Scottish average for tenancy sustainment might look like a setback. However, numbers do not tell the whole story. A deeper look at our data shows that our 90% rate is mostly driven by good, positive reasons for our tenants, for example, mutual exchange to meet changing housing need.
☺
Indicator 16
T+
Percentage of lettable houses that became vacant in the last year.
2024/25 Our Target <6%
Pineview HA SHN Average DRUMCOG Average Scottish Average
3.52% 5.68% 5.15% 7.13%
T+
☺
2024/25 Our Target <6% 4.69% 5.69% 5.59% 6.84%
Our goal is to ensure nobody ever feels forced to leave their home due to a crisis. To keep our community strong and resilient, we continue to invest in: Upfront financial health checks and energy advice during the sign up process. ✓ Early support systems including welfare and benefits advice, sourcing grant funding or to assist where households are facing unexpected financial hardship or lifestyle changes. ✓ Prompt repairs and maintenance service to ensure tenants’ homes remain safe, warm, and secure. ✓
When a tenancy ends before the 12 month mark, it is not always a bad thing. True "tenancy failure" happens when a tenant feels forced to leave due to unexpected debt, eviction, or abandoning the property because they cannot cope. Pineview Housing Association | Charter Report | 2025/26
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☺
Indicator 18
☺ Indicator 19
Number of households The average time to currently waiting for 2024/25 2025/26 complete adaptations adaptations to their Results Results (working days) home Pineview HA 2 9 Pineview HA SHN Average 4 3 SHN Average DRUMCOG Average 1 3 DRUMCOG Average Scottish Average 26 18 Scottish Average 2025/2026 Self-Contained Stock Profile Property Type Property House 4 in a Block Size
T-
☺
☺
T-
2024/25 2025/26 Our Target Our Target < 30 Days < 30 Days 35.29 Days 42.70 Days 65.63 Days 53.91 Days 29.28 Days 29.24 Days 44.37 Days 46.61 Days
Tenement Flat
Other Flat
Total
2 Apt
0
10
75
72
157
3 Apt
196
7
159
28
390
4 Apt
204
0
17
3
224
5+
81
0
0
0
81
Total 481 17 251 103 852 We also own and manage one House of Multiple Occupancy unit (HMO), where four residents live with 24 hour support. Indicator 26
T-
Average length of time taken to re-let properties in the last year Pineview HA SHN Average DRUMCOG Average Scottish Average
☺
T-
☺
2024/25 2025/26 Our Target Our Target < 8 Days < 10 Days 11.10 Days 18.87 Days 21.10 Days 19.95 Days 12.57 Days 15.17 Days 60.59 Days 51.70 Days
Supporting Tenancy Sustainment Recognising the impact of recent global and economic challenges, our team have worked hard to help residents clear historic rent debt. By maximising support from the Glasgow City Council Tenant Grant Fund, we successfully secured and distributed £17,288 across 13 households, giving these families direct support to manage their historic rent debt. True tenancy sustainment also requires long term, holistic support, which is why we are proud of our partnership with the Drumchapel Citizens Advice Bureau. By hosting dedicated Welfare Benefits Advisors in our office every Tuesday and Friday, we make it easy for tenants to get expert, local advice on everything from Universal Credit and pension credits to bedroom tax issues. Over the last financial year alone, this collaborative service helped 157 of our residents to claim a total of £293,091.95 in due financial assistance, injecting crucial money back into household budgets when it matters most. Beyond supporting current tenancies, we are guiding future residents through an increasingly changing housing landscape. We encourage everyone applying for a home to complete a 45 minute Housing Options interview. This personalised service provides tailored advice to help applicants understand all the routes available to them, maximising their chances of finding a stable home while preventing housing crises before they happen. Pineview Housing Association | Charter Report | 2025/26
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Getting Good Value from Rents and Service Charges What the Charter says: 13: Value for Money Social landlords manage all aspects of their business so that: • tenants, owners and other customers receive services that provide continually improving value for the rent and other charges they pay. 14 and 15: Rents and service charges Social landlords set rents and service charges in consultation with their tenants and other customers so that: • a balance is struck between the level of services provided, the cost of the services, and how far current and prospective tenants and other customers can afford them. • tenants get clear information on how rent and other money is spent, including details of any individual items of expenditure above thresholds agreed between landlords and tenants. Our Service Results: T+ ☺ T- ☺ Indicator 22 T+ ☺ T+ ☺ 2024/25 2025/26 Percentage of rent due lost 2024/25 2025/26 Rent collected as Our Our PHA PHA through properties being percentage of total rent Target Target Target Target empty during the last year due in the reporting year <0.20% < 0.10% >96.00% >96.00% Pineview HA 0.10% 0.23% Pineview HA 100.28% 100.58% SHN Average 0.38% 0.33% SHN Average 100.44% 100.79% DRUMCOG Average 0.17% 0.23% DRUMCOG Average 100.93% 100.31% Scottish Average 1.26% 1.13% Scottish Average 100.19% 99.68% Indicator 17
Indicator 23
T+
☺ T+ ☺ Indicator 24
☺
Gross rent arrears (all 2025/26 2025/26 tenants) as at 31 March Average annual Our Our 2024/25 each year as a percentage management fee per Target Target Results of rent due for the reporting factored property <6.5% <5% year Pineview HA 5.44% 3.64% Pineview HA £123.83 SHN Average 3.74% 3.32% SHN Average £96.22 DRUMCOG Average 3.19% 2.42% DRUMCOG Average £85.23 Scottish Average 6.16% 5.90% Scottish Average £118.77 Indicator 21 Percentage of tenants who feel that the rent for their property represents good value for money Pineview HA SHN Average DRUMCOG Average Scottish Average
☺
☺ Indicator C.4
The percentage average 2024/25 2025/26 weekly rent increase to Results Results be applied in the next reporting year 94.13% 86.39% 88.86% 81.68%
94.40% 87.27% 90.21% 82.01%
Pineview HA SHN Average DRUMCOG Average Scottish Average
☺
2025/26 Results £129.37 £109.50 £86.58 £122.13
☺
2024/25 2025/26 For For 2025/26 2026/27 4.47% 4.10% 3.83% 4.68%
4.65% 5.09% 4.35% 5.34%
Pineview Housing Association | Charter Report | 2025/26
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What else we do… In relation to the average weekly rent charges, our average rents are lower than the Drumcog, SHN and Scottish averages. However, average rent figures can be largely misleading as it is not clear what services are provided or what property types make up the average rents. As such, it is very difficult to compare rent charges using average figures and these can give little meaningful information for comparison purposes.
Indicator C.17
N/A
2025/26 Average Weekly Rents Results Scottish Pineview SHN DRUMCOG Average 1apt £ - £ 65.83 £ 52.96 £ 91.63
☺ 2 apt ☺ 3 apt ☺ 4 apt ☺ 5+ apt ☺ Average Weekly Rent
£ 78.13
£ 90.23
£
83.46
£ 98.61
£ 89.77
£ 98.79
£
91.56
£101.42
£100.66
£109.76
£ 105.84
£110.33
£110.95
£119.79
£ 114.78
£121.71
£ 92.50
£ 99.84
£
£103.10
95.83
Putting People First: Value for Money and Our Community At Pineview, providing Value for Money is not just about balancing the books, it is about making sure every pound we collect from rents and service charges is reinvested directly into your home and your community. To make sure we are delivering on our promises, our Value for Money Statement is reviewed annually and approved by our Customer Forum. This means local tenants have checked our work, asked the hard questions, and confirmed that money is being spent wisely. Keeping You Informed and Involved We believe in absolute transparency. We want tenants to see how money is used to improve local housing, which is why we regularly publish: ✓ Quarterly Management Accounts and Annual Financial Statements: Giving you a clear view of our financial health. ✓ Our Business Plan and Goals: Showing exactly how our future investments connect to priorities. ✓ Annual Rent and Service Charge Consultations: Giving tenants a direct voice in how we plan to invest in properties before any decisions are made. What the Data Shows: Keeping Our Rents Affordable Durning the reporting year, we carried out an affordability and comparison study to make sure our homes remain genuinely. Here is what we found: ✓ Lower Than the Average: Our average weekly charges are lower than those of Drumcog, the Scottish Housing Network, and the overall Scottish average. ✓ Better Value Than the Market: Pineview’s rents compare incredibly well against other housing associations (RSLs) and private market rents. ✓ Fair for All Income Levels: Whether we measure using the Local Housing Allowance (LHA) or local disposable household income (testing at both 25% and 30% affordability limits), our rents are proven to be fair, stable, and affordable across all property sizes and for a wide range of different household types. For more information visit our website or contact the office and speak to Isobel. Pineview Housing Association | Charter Report | 2025/26
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Conclusion We hope you have found this Charter Report informative and useful, and that it easily lets you see our results in comparison to last year and to other providers. We have consulted with our Management Committee, Resident and Customer Forum and with tenants on the content of the Annual Report. We would be keen for more tenants, residents and customers to be actively involved in deciding the focus and scope of the report as well as the design.
To do this we need you to get involved or to let us know what you think Please! We would like you to tell us your views on the report so that we know what we are getting right in our reporting and what you would like us to change in how we report. Please could you take the time to let us know your thoughts? To let us know your views: Visit our website to complete an online survey email: mail@pineview.org.uk Text: 0741 834 7038 Call office on 0141 944 3891 and speak to a member of staff Did you like the design of the report? Did you get the information you needed from the report? Have we missed anything – what else would you like to see in the report? What are we getting right and what would you like us to change about the report? We will also be sending out text messages to tenants and customers whose mobile numbers we have on file, inviting you to complete the survey directly. Our Management Committee, Resident and Customer Forum and staff will continue to assess how we present information to our residents and customers. If you would like to be involved or simply want to give your views, please just contact Joyce or Isobel at our office. Thank you for taking the time to read this report, it is very much appreciated.
5 Rozelle Avenue, Drumchapel, Glasgow G15 7QR T: 0141 944 3891 E: mail@pineview.org.uk W:www.pineview.org.uk Registered Society under the Co-operative and Community Benefit Societies Act 2014 - 2375R(S). Registered Scottish Charity No.SC038237. Registered Social Landlord, Scottish Housing Regulator registration no. HAC231. Registered Property Factor No. PF000151. HMO Licence - HMO01004.
Pineview Housing Association | Charter Report | 2025/26
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