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Rebuilding Communities 25 years of innovation and growth

Colin Porteous


THENEW REBUILDING COMMUNITIES

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olin Porteous joined Thenew’s Management Committee in 1992 when the Association was still in the early stages of developing its own housing. As a member of the Development SubCommittee and its chair for many years, Colin has made an immense contribution to the Association’s track record as a developer of social rented housing. The impact of his influence is particularly demonstrated in the extremely high standards of specification and energy efficiency which are the hallmark of the Association’s housing and in its reputation for innovation. Colin continues to use his technical knowledge and analytical skills to encourage the Association to aspire to even more ambitious targets. His input, which is always stimulating and frequently challenging, is greatly appreciated by staff and fellow committee members. Since March 2004, Colin has been Professor of Architectural Science at the Mackintosh School of Architecture having been appointed a Senior Research Fellow the year before. He joined the School in 1986, gaining a doctorate in 1991. Colin has been active nationally and internationally with the solar energy community since 1981, writing many papers and a book “The New eco-Architecture”; involved with ‘community technical aid’ since 1984; and led the EU solar demonstration project at Easthall in Glasgow applying solar principles to fuelpoor housing. Before becoming involved in solar housing research, Colin spent some 17 years in architectural practice, mainly in the Highlands and Islands, including working on climate-sensitive housing and primary schools. This publication describes Thenew’s 25 years of innovation and growth through the eyes of a Committee member and as such it is a valuable addition to the records of the voluntary housing sector in Scotland.

Charlotte Levy Chairperson

Published by Thenew Housing Association Ltd © Thenew Housing Association Ltd, 2005 ISBN 0-9550542-0-6 Design by The Graphics Company, 0131 524 9779


Introduction T

henew Housing Association took its name from the legendary St Thenew or Enoch who was St Mungo’s mother and reputedly a survivor of rape and domestic violence. The Saint’s name was clearly seen to have a resonance with Thenew’s aims from the outset – the idea of breathing new life into adverse living conditions for the people of Glasgow. However, Thenew’s birth as a Housing Association addressed a more particular need. It was set up in 1979 as a service agency for small ‘grey area’ housing associations. These were tackling housing that was above the minimum ‘tolerable standard’ as legally defined in terms of standard amenities, but still well below reasonable modern standards regarding need for substantial repair or conversion. The term ‘grey area’ indicates a degree of uncertainty, in this case in regard to eligibility for grants through ‘Housing Action Area’ designation. We also associate grey with colourless lack of character, gloominess and morbidity. Without doubt, with huge amounts of coal consumed both to fuel heavy industry and warm the homes of the work force, Glasgow’s history resulted in a literal grey or even black coating to buildings. The Clean Air Acts, the first in 1956 and the second in 1968, seemed slow to make their initial impact. By 1979 stone cleaning was in its infancy and the ‘Glasgow’s miles better’ campaign was some years off. Ironically the conversion from coal fires to electric heating brought about by these acts

THENEW REBUILDING COMMUNITIES

also helped to introduce the phenomenon of ‘fuel poverty’ with cold, damp and mouldy homes. Electricity was dearer than coal per unit of delivered heat, and electric fires lacked the inbuilt ventilation of coal fires. More fancifully, ‘grey areas’ could be held to symbolise ashes from which a mythical phoenix could arise with renewed youth and vigour – very much in tune with St. Thenew’s reputed survival. At any rate, after ten years Thenew moved on from servicing to developing its own projects, and the first one to be initiated coincidentally used this metaphor to signal a new start for people traumatised by drugs and alcohol. In practical post-industrial urban housing terms, romantic St Thenew and phoenix-like notions of continued existence and renaissance boil down to ‘rebuilding communities’. This was introduced as Thenew Housing Association’s slogan for its 21st anniversary year in 2000, since it seemed to embody past achievements as well as future ambitions. It remains in place as Thenew approaches its 25th anniversary. Going back over a decade and a half, Thenew’s scope for effective action in this regard was reinforced after the 1988 Housing Act, with the emphasis on moving public sector housing into the ‘independent rented sector’ using private finance. It was then further strengthened, as the Association became a major regenerative landlord in the Glasgow’s East End in the mid-1990s.

25 years of innovation and growth

‘grey areas’ could be held to symbolise ashes from which a mythical phoenix could arise with renewed youth and vigour – very much in tune with St. Thenew’s reputed survival

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The Early Years

Staff at Derby Street

Without the substantial voluntary contribution and commitment from members of the Management Committee, it is difficult to see how Thenew would have survived the early years

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he main characteristic of Thenew’s early years, which is apparent from its Annual Reviews, is one of financial fragility. In spite of efforts to make staff time more productive and to set up with clients “a means of paying for services at a level which would enable Thenew to cover its costs” (81-82 Review), and in spite of a grant from the Housing Corporation (82-83 Review), Thenew’s overdraft continued to increase. By 1983-84, Thenew felt that it was making a contribution to improved housing in the West of Scotland, which deserved more tangible recognition and which would give the Association a settled future. A key problem was the level of allowances for acquisition and development received by client associations. This covered only two-thirds to three-quarters of costs.

27 Derby Street/948 Sauchiehall Street

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In terms of staffing, Thenew’s recently retired Director, Marian Jacobs, was there from the outset. She was appointed as Development Officer in October 1979 and promoted to Director in 1985. At first Marian only had two additional staff, Joe Callan, another Development Officer, and a Secretary cum Bookkeeper, Cathy Partridge. By the mid-1980s staff numbers had risen to eleven. It would seem that, through these early pioneering years, the ratio of staff to income must have remained consistent, rather than the increasing size and work-load resulting in greater financial security. Indeed, without the substantial voluntary contribution and commitment from members of the Management Committee, it is difficult to see how Thenew would have survived the early years.


25 years of innovation and growth

Thenew also started to forge relationships with housing co-operatives, namely Four Walls and Avalon Corner, and was also active in advising Blue Triangle Housing Association on special needs provision

Here again the Association was fortunate. Tom Duncan remained in place as Chairperson right up until Thenew had secured a very different financial basis in the mid-1990s (more of that later). Of course there were many others that equally deserve mention (see appendix 1 for alphabetical list of committee members with dates of service.) Quoting Tom Duncan in his March 1985 report gives a flavour of this unpaid effort: “At the AGM we are to lose our Secretary, Andrew Robertson, and Mike Thornley, both of whom wish to stand down, having been key Committee Members since the earliest days of Thenew’s creation. Apart from the onerous task of minute secretary during seven years, informal legal adviser and active member of both SubCommittees, Andrew Robertson has been above all a strength behind the scenes to myself, Marian and virtually everyone connected with Thenew. Mike Thornley has given extensive service over the same period and,

again, no-one has provided greater or more incisive advice both in Committee and behind the scenes.” One could of course cite many others in a similar vein, but perhaps Ann Scott of Govanhill Housing Association deserves a special accolade. She first joined in 1982-83, and, after a gap of a few years, is still going strong.

Tom Duncan, chairperson 1979-1995

Thenew’s early clients were Philemon, Hillhead, Glasgow Fair, Cathcart and Pollokshields Housing Associations (HAs), with projects in the West End and the South Side of Glasgow. Thenew’s first offices in a basement of Derby Street were occupied in April 1980. The premises were obtained as a result of Philemon’s conversion of that block. Philemon continued to be active, and started several contracts in the area of St. Vincent’s Crescent between 1982-83. Hillhead also saw their first six improved houses in a prominent site in Byres Road occupied in 1983, and the whole development was completed the following year. 3


THENEW REBUILDING COMMUNITIES

St Vincent Crescent

At that time Thenew also started functional in Strathclyde Region. to forge relationships with housing The ‘users’ were members of groups co-operatives, namely Fourwalls and representing the tenanted sector, Avalon Corner, and was also active and they were part of a grass-roots in advising Blue Triangle Housing movement towards better housing Association on special needs conditions. provision. However, both Fourwalls This of course placed housing and Blue Triangle experienced associations firmly in the frame. considerable frustration in the The politics under the first years time it took to get fully operational, Full tenant and community involvement while Avalon in the design and development process Co-op launched into virtual should be adopted as standard practice independence during 1986-87. of Margaret Thatcher’s rule had It is worth placing the mid-1980s in already resulted in local authorities the context of what else was going becoming more severely constrained on in Glasgow with regard to in terms of their ability to modernise housing. The Inquiry into Housing or renew stock. Also one of the main in Glasgow, chaired by Professor Sir recommendations of the Grieve Robert Grieve was held in 1985 and Inquiry was “… substantial transfer a House Condition Survey for the City of Council housing stock to new locally of Glasgow was conducted the same based agencies…” and that “full year. Glasgow’s Energy Inquiry, tenant and community involvement chaired by Sir Monty Finniston was in the design and development process held the following year. By this time should be adopted as standard Technical Services Agency (TSA), a practice.” As well as an expanding user-controlled community technical role for housing associations, this aid centre or CTAC was also fully highlighted Glasgow’s six pilot 4


25 years of innovation and growth

Above all tenants were campaigning for a shift from cold, damp homes to warm, dry ones. In other words, this implied dwellings that were energy efficient and centrally heated

par-value co-ops* and strongly supported independent community technical aid. TSA had been set up with help from several quarters, but notably from ASSIST. The latter had moved on from being a unit within Strathclyde University, which had a

Above all tenants were campaigning for a shift from cold, damp homes to warm, dry ones. In other words, this implied dwellings that were energy efficient and centrally heated. TSA spearheaded this aspect of housing, scientifically quantifying the size of

focus on tenement upgrading, to being a fully-fledged architectural practice. ASSIST also had links with Thenew, not to mention Scottish Homes when it became established in the spring of 1989.

the problem. Moreover, TSA initiated innovative solutions with the full participation of tenants across Glasgow. The ‘Heatfest’ ideas competition held in Easterhouse in January 1987 also involved architects from SSHA (Scottish Special Housing Association) and private practice. These would subsequently form part of Thenew’s regular list of consultants (see appendix 2 for list of architectural practices and other significant consultants).

Thus the context, whether dealing mainly with problems or solutions, was one of significant networking. Academia played a strong role alongside local authorities, housing associations, housing co-ops and funding agencies. While the 1970s had seen the mad dash for tower blocks grind to a discredited halt, the next decade was a crucible for forging change. Now the real clients could influence decisions.

*Note: 1. Martin Jelfs (1984) ‘Mortgage finance for housing cooperatives’, Empty Property Unit, London. Talking about different types of co-ops, he says… “At the other end of the spectrum you can have a situation where everyone just has their nonreturnable £1.00 membership share in the co-op. The words ‘par-value’ are often used in relation to (this) end of the spectrum. Definitions of par-value do not seem to me to be rigorous enough to cover all the multitude of possibilities for financing housing. Two I have found are: a) in a fully mutual co-op, parvalue is where neither the member’s right to occupy the property nor their share in the coop is an asset, which they can dispose of for value; b) par-value is where members have no stake in the increasing value of the property.” 2. Helen Cope (1990) Housing Associations: Policy and Practice, Macmillan. pp.37-41. “In Britain the most common form (of housing cooperative) is the ‘parvalue’ or non-equity, rented cooperative where each member holds a nominal £1 share.” These she distinguishes from shared ownership cooperatives and co-ownership societies in which members have an equity stake.

5 Refurbished ‘four-in-a-block’ housing


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…critically for Thenew’s future, it had taken the “major decision in principle… to become a landlord and to embrace that role fully”

*Although not yet a member of Thenew’s Management Committee, Colin Porteous had visited this development and interviewed the architect. Quoting from an article Solar Connections at Garden Festival in the 3rd Issue of Scottish Energy News, (December 1988): “Here, another interesting social initiative – a Craft Village, promoting a return to integrated living and working units – is complemented by energy efficiency, maximising use of ambient sources through a number of electrical systems by the SSEB. For example a glazed access corridor to first floor studios is oriented south to function as the solar preheated ambient source for heat pumps located in the loft space. These act as a back-up to Superheat white meter storage boilers, together with through-wall reversible heat pumps. Houses also incorporate heat recovery systems, and the complex clearly merits monitoring…”

In early 1988 Thenew moved above ground to new premises at 85 Claremont Street. Tom Duncan reported a few weeks later that highlights of 1987-88 had been further work with par-value co-ops in Glasgow (“No other organisation has been involved with so many.”), and also the 1988 Glasgow Garden Festival workspace/housing project. Although Tom cites “previously unexplored avenues, particularly regarding financial and constitutional options”, its attributes with respect to energy efficiency were also noteworthy and coincidentally a marker for one of Thenew’s future strengths*. The building of this project also coincided with the replacement

of both Scottish Special Housing Association (SSHA) and the Housing Corporation with a single entity, Scottish Homes. In his annual report of March 1990, Tom Duncan comments “Scottish Homes has completed its first year and we have had to adjust to new relations with it, new people to deal with and the implication of the new housing legislation.” He also makes the point strongly in this report that despite such changes, cash flow remained with Thenew as an acute problem, and moreover that, critically for Thenew’s future, it had taken the “major decision in principle… to become a landlord and to embrace that role fully”.

6 1988 Glasgow Garden Festival workspace/housing project


Five Fraught Years

25 years of innovation and growth

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ne year later, with cash flow still critical and with further overdraft extensions, Tom Duncan reported “we agreed to explore seriously the possibility of becoming a major landlord on a scale which far exceeds our intentions or expectations when this subject was discussed in 1989.” Thus on the one hand old clients such as Philemon HA were proudly opening their first new-build project in Anderston, while Thenew was getting to grips as a landlord of its first ‘special needs’ projects. These were Phoenix House, the refurbishment of the former Homeless Unit in Keppochhill Road as mentioned in the introduction; No’s 3 and 7 Steel Street, the modernisation into one and two person flats of the first municipal housing in Glasgow built in 1887 by the City Improvement Trust; and a Stopover Hostel for young homeless people in Alexandria. On the other hand, Thenew was already contemplating a significant move away from being a relatively small ‘special needs’ landlord, to becoming the recipient of a large stock transfer from Scottish Homes in Glasgow’s East End. That year, 1990-91, also saw the arrival on Thenew’s Management Committee of John Jackson from the University of Strathclyde, who later became chair, and Alison More from the University of Glasgow, John’s

Phoenix Project Kitchen in 1994

predecessor as chairperson, who took over from Tom Duncan in 1995. Tom’s report of March 1992, makes it clear that he was particularly grateful to the dedication of both committee and staff in that year, which saw the risks involved in the stock transfer in sharp relief as well as adding greatly to existing commitments, including servicing expansion into the new towns of Cumbernauld and East Kilbride – “a role we do not wish to see diminish in any degree.” A year later the strain of the proposal for stock transfer was clearly felt, with a “critical stage” looming ahead. By March 1994, Thenew was days away from the close of the ballot of the

Thenew was already contemplating a significant move away from being a relatively small ‘special needs’ landlord, to becoming the recipient of a large stock transfer from Scottish Homes 7


THENEW REBUILDING COMMUNITIES

Times were indeed changing, and it has to be said that not everyone was convinced that this change was for the better. The east end stock transfer raised all sorts of political and ethical issues as well as financial ones

affected tenants. To get to this stage, it had taken a full year “of coming and going, of giving and taking, before agreement on a valuation for the transfer of stock and all the related paperwork for the east end properties could be reached.” Thenew had to look into a 30-year crystal ball with respect to maintenance and improvements, and while Scottish Homes were clearly hoping for Thenew to take over the stock, they were assiduously seeking to massage the figures to the apparent detriment of Thenew’s future scope and flexibility as a ‘best practice’ landlord. It is not surprising that both staff and committee were nervous, and the ‘deal’ continues to be a problem to this day. Thenew had always existed to raise housing standards. The prospect of becoming a major landlord, but without the financial muscle to bring about adequate short, medium and long term

New life for Steel Street

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improvement and modernisation for its stock, was not a comfortable one. Meanwhile, in April 1993 Thenew’s first in-house development to be completed was formally opened – the 18 flats at Steel Street off Glasgow’s historic Saltmarket. The Alexandria project for single young homeless people was completed just under a year later in January 1994, as was Phoenix House in Keppochhill Road. Also notable in that year was the departure of Thenew’s longest established client association, Philemon, to merge with Hillhead HA; as well as the departure of one of its longest standing committee members, Walter Fyfe. Times were indeed changing, and it has to be said that not everyone was convinced that this change was for the better. The east end stock transfer raised all sorts of political and ethical issues as well as financial ones. However, the die had been democratically cast, both by Thenew’s committee and by the people of Bridgeton and Calton. In April 1994 the outcome of the ballot indicated “that a clear majority of those voting were in favour in Bridgeton, Calton and Baillieston, while Dalmarnock had voted against Thenew’s proposals by a narrow majority (11 votes).” This left 1,400 or so houses in the remainder of the scheme, excluding Dalmarnock, and hence, “a revised staffing plan, an


25 years of innovation and growth

amended valuation of the housing, and all the time a need to retain the hardwon confidence of affected tenants.” Understandably, a significant number of these tenants were wary of the promised benefits of the transfer, as proposed by Scottish Homes. Consequently, they were in dialogue with TPAS (Tenant Participation Advisory Service), an independent voluntary sector organisation. It is of course only right and proper that tenants should have access to an independent viewpoint. This is the very stuff of enlightened democracies. It also has to be said that quangos in general, let alone the relatively unknown Scottish Homes, often rightly receive criticism from Housing acquired from Scottish Homes governments, as well as from the grass roots. However, although it after the ballot. That left a very can be seen retrospectively as a tight time-scale for major logistical healthy part of the free process, changes. Amongst these were it did increase the “buying, stress factor for Every hurdle has been refurbishing and Thenew… quoting equipping new twice as high and Tom Duncan: offices at Green twice as prolonged as Street, recruiting “Every hurdle has been twice as high new staff and anyone anticipated and twice as preparing to prolonged as anyone anticipated.” manage the houses, finalising the price It was not until more than a year and a half later in November 1995 that Thenew finally took over ownership of 1,452 houses in Baillieston, Bridgeton and Calton from Scottish Homes. Indeed Thenew had not known that the transfer could proceed until more than a year

with Scottish Homes and the loan agreement with the Clydesdale Bank, negotiating the complex terms of the contract of sale as well as the contracts with Mowlem and with two Tenant Management Co-ops.” Thenew’s management structure, now to include tenant representatives, 9


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and working arrangements, involving standing orders, sub-committees and so forth, also had to be reviewed to take account of the impact of this quantum leap. The Association’s housing management and maintenance team jumped from two to twenty five staff! The record of staff (see appendix 3) confirms

Netherholm Area Assoc

Calton Area Assoc

Calton Sheltered Tenants Assoc

the continuing rate of growth after 1995, housing management increasing by almost 50% over 9 years and a total workforce of 69 persons by 2004. Fig 1 shows Thenew’s umbrella structure post transfer and updated to include more recent associations and subsidiaries.

Cranhill Area Assoc

Blackhill Steering Group

Bridgeton Area Group

Dalmarnock Area Assoc

THENEW HOUSING ASSOCIATION Management Committee Claythorn Housing Mgt Co-op

Fairbridge Housing Mgt Co-op

East End tenants (6)

Other tenants (4)

Individuals (6)

Reps of corporate bodies (2)

Housing Finance Development Management and Staffing Sub-Cttee Sub-Cttee Sub-Cttee

Co-options (4)

Thenew Housing Services Ltd

The Thenew Trust

Fig 1: Management Committee Structure Over time the structure has expanded to accommodate the Netherholm, Cranhill and Bridgeton and Dalmarnock transfers. The Thenew Trust was set up to mark the Association’s 21st anniversary. In 2002 the Association amended its Rules to become charitable and in October that year Thenew Housing Services Ltd was registered as a subsidiary company. 10

Services and consultancy are now provided through THS Ltd and the company provides a vehicle through which wider community activities, like employment and training schemes, will be channelled. In 2005, new sub-committees will take responsibility for wider role activities and for managing housing at Holmbyre in Castlemilk on behalf of Glasgow Housing Association.


After the Big Flit

25 years of innovation and growth

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henew managed the move to coincide with its East End stock transfer, opening the doors of its new offices to tenants on 21st November 1995. This was the year before the second Scottish House Condition Survey (SHCS) by Scottish Homes, after a gap of five years from their first one. In 1991 the Housing Association rented sector (including housing cooperatives) only represented 2.4% of the total. Five years later this proportion had roughly doubled while the remainder of public sector housing was falling quite steeply from over 36% to around 30%. The 1995 stock transfer to Thenew was part of that statistical shift. However, the next five years took us to a stage when the new Housing (Scotland) Act 2001 has paved the way for wholesale transfer of local authority stock into what is termed ‘community ownership’. The most recent Scottish House Condition Survey in 2002 still predated Scotland’s most dramatic transfer in 2003 of all of Glasgow City Council (GCC) stock. It confirmed a steady trend, with the HA sector up to nearly 6%, and the balance of public housing down to 24%. The GCC transfer adjusted these figures to over 9% and 20% respectively. Looked at without the owned and rented private sector, the 2002 split would be 20% to 80% and 32% to 68% before and after the GCC stock transfer respectively. Thus the present situation is that although devolution of control to communities within the social

Bain Street, Calton

…although devolvement of control to communities within the social housing sector is steadily growing, it has a long way to go housing sector is steadily growing, it has a long way to go. The principal carrot to vote for the transfer in Glasgow was cancelling the debt of nearly one billion pounds plus a substantial injection of cash to upgrade and modernise, or demolish and rebuild. According to the Evening Times (5th April, 2002), which reported the 58.3% to 41.7% split for and against transfer in the vote, £1.5 billion was pledged over 10 years. Of course this investment, if realised, will come with a private sector price tag. As we already know from PPP (Public Private Partnership) 11


THENEW REBUILDING COMMUNITIES

Dougrie Road, Castlemilk

and PFI (Private Finance Initiative) projects in health and education,

*Note: Example of PRP Architects in consortium ‘pathfinder’ PFI bid at Plymouth Grove Estate in Manchester reported in the architects’ journal, 27/09/ 01. It was later reported in Building Design, 18/01/02, that PRP’s successful bid for 1,000 homes in Plymouth Grove “will be the first of eight pilot projects being backed by the government to see if the private finance model can tackle the pressing issue of building tens of thousands of new houses across the country.”

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not to say that further significant development and expansion over

it allows private interests to gain and above the initial east end stock substantial leverage. This applies not transfer has not been well directed only to buildings, but also to service and managed. However, at times to delivery, and PFI bids for regenerating at least some of the Management housing estates are already a UK Committee it has felt a bit like being reality*. Thus we can only hope that on a roller coaster with a ‘stop’ safeguards with respect to housing button just out of reach. In less size, specification, performance than ten years the list of specific standards, maintenance and achievements over and above management will indeed be safe. expansion is impressive. Moreover, it is to be hoped that Firstly, Thenew was successful in the transfer, having gone ahead the HAG (Housing Association Grant) as planned, will Competition not open the organised by Within this radical political Scottish Homes door to the erosion of landscape the pace of (before it public became change for Thenew has accountability. Communities continued ever since 1995 At the time of Scotland). This writing, early had the aim of anecdotal raising quality but not cost, and was indications were that Glasgow divided up into a series of parcels, Housing Association may simply be each addressing specific issues. The a rebranded version of Glasgow City scheme at Dougrie Road, Castlemilk, Housing, with much to learn about a by John Gilbert Architects was a truly participatory role for the many landmark for Thenew. Its theme was communities it serves. ‘integrated care in the community’ Within this radical political landscape and this aspect was also twinned the pace of change for Thenew has with environmentally friendly features continued ever since 1995. That is such as high standards of thermal


insulation, sunspaces, passive stack If there was a competition to produce ventilation, and low capacity w.c. the most explicitly modern housing, cisterns. It is also interesting to the solar part of the Graham Square compare Thenew’s engagement in redevelopment bears comparison terms of this innovative Scottish with Thenew’s contribution to the Homes procedure with neighbouring Glasgow 99 ‘Homes for the Future’, housing associations. For example, initiated under the slightly different John Gilbert won another HAG bid banner as ‘Scotland’s Home of for Shettleston Housing Association. Tomorrow’. This in turn became This had a more radical solar and shortened to SHOT. The person geothermal approach to energy behind the birth of SHOT was efficiency, and has now been repeated …with environmentally friendly features on a refurbishment such as high standards of thermal project for Fife Special Housing insulation, sunspaces, passive stack Association – this ventilation, and low capacity w.c. cisterns time also including indoor-outdoor spaces along the south edge, which can either be fully glazed, fully open or partially glazed and open. Returning closer to home, Molendinar Park Housing Association’s success in the same competitive system resulted in the award-winning passive solar housing by McKeown Alexander Architects in Graham Square.

25 years of innovation and growth

Raymond Young, at that time Director of Innovation with Scottish Homes. He was invigorating Scottish Homes with regard to all the issues which these days fall within the scope of the term ‘sustainability’. These included energy efficiency first and foremost, but, as an early ASSIST activist, Raymond is an innovator whose history strongly embraces all aspects of social well-being.

13 The innovative SHOT Project


THENEW REBUILDING COMMUNITIES

It placed Thenew on the map as a key player in Glasgow City of Architecture and Design 99. In turn Homes for the Future was one of two projects in Glasgow, which won a Regeneration of Scotland Supreme Award in 2000, as well as a Civic Trust Award during 2000/01 In any case, after an initial feasibility stage, SHOT hooked up to the ‘Homes for the Future’ project. The fundamental difference compared to all the other elements was that the developer for SHOT was Thenew rather than a private company. This meant that its underlying aim was to provide

Members of the Management Committee in 1996

affordable rented housing which was forward-looking. In an unusual partnership with Scottish Homes, Thenew developed a detailed brief. This addressed all the aspects of ‘sustainability’, which Thenew was already pursuing through other less prominent programmes (more of these below). The competitive process for consultants also resulted 14

in working with an internationally renowned practice, Ian Ritchie Architects – the first time Thenew had used a consultancy team from outside Glasgow. In the event, Thenew’s participation in Homes for the Future proved to be quite a bruising experience. This was due to a complex range of factors, one of them being the move to a ‘design and build’ contract. However, it must be accepted that innovation by its nature involves risk, and progressive housing associations cannot entirely avoid risk. They simply have to weigh up what is reasonable for the association and its members, and what is not. When matters do not run entirely according to plan, there are always useful lessons to be learned for the future. One of these is not to lose sight of achievement in the face of any adversity. Despite unwanted hassle along the way, SHOT has provided attractive, modern, energy-efficient homes with very sophisticated heating and ventilation systems, as well as substantial private outdoor rooms with a superb southerly aspect to Glasgow Green. Not only that, it placed Thenew on the map as a key player in Glasgow City of Architecture and Design 99. In turn Homes for the Future was one of two projects in Glasgow which won a Regeneration of Scotland Supreme Award in 2000, as well as a Civic Trust Award during 2000-01.


Another landmark regeneration project, that at the outset seemed more straightforward for Thenew, is the block of flats in London Road by Page and Park Architects. This encountered many problems in its pre-contract stages. Some of these were planning issues, while others were technical. The project was eventually successfully completed in 2003, having been initiated in 1996. The formal opening by Scottish Minister Frank McAveety also marked Thenew’s 350th new-build home. A probable conclusion to be drawn is that ‘rebuilding communities’ on ‘brown-field’ urban sites is not easy. Obstacles include contaminated ground, contaminated buildings (e.g. asbestos), multiple ownership, planning constraints (e.g. parking on tight sites), underground services (including railways) and underground voids (uncharted coal mines). All these aspects are costly to deal with

in terms of avoiding or getting rid of the physical problems. They are also inherently time-consuming in terms of negotiating with all the interested parties.

25 years of innovation and growth

Not only has Thenew been engaged with specific high-profile regeneration projects of this type, it has also tackled much larger urban regeneration involving wholesale demolition and rebuild. Examples are Blackhill and Cranhill, respectively notorious as 1930s inter-war and 1940s postwar ‘sink’ estates. Fuel poverty* was endemic, as were other manifestations of poverty such as crime, and in particular the drug scene. For all that, there were established and energetic tenant groups operating in these areas. By joining Thenew (Blackhill in February 1996, and Cranhill in March 1999), they obtained access to a planned programme of demolition and rebuild.

…it has also tackled much larger urban regeneration involving wholesale demolition and rebuild. Examples are Blackhill and Cranhill, respectively notorious as 1930s inter-war and 1940s post-war ‘sink’ estates *Note: ‘Fuel Poverty Today’, 2003, by Energy Action Scotland assures us that all housing association tenants will have central heating during 2004. This is still a bone of contention for Thenew, which was under intense pressure from Scottish Homes at the time of the 1995 transfer to achieve substantial savings in costs. As a result, the Association has been unable to timeously replace obsolescent heating systems, mostly partial ones that are inherently substandard

15 London Road flats and Thenew’s 350th new build home


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*Note: The five key drivers of change in the Egan report make no mention of ‘sustainability’. This is a significant omission since construction, sustainable embraces energy conservation, environmental awareness, passive solar design etc. Egan’s stress on “standardisation of components and cost efficiency” is reminiscent of political initiatives in the 1960s and 1970s when architects were sidelined, but blamed for many negative outcomes. Examples cited in ‘Developments in Housing’ within the report make no reference to any architectural input or to any criteria for sustainability, environmental impact etc. Even in recommending a ‘forum for improving performance in Housebuilding’, we find that the proposed Task Force does not include architects. Again, when innovation is addressed, we find that house builders and clients are expected to “share experience”, but also apparently not with architects. Finally, the targets for 10% reduction of construction cost and time, and 20% reduction of defects, would be hard, if not impossible, to achieve. More recently it was reported that Deputy Prime Minister John Prescott has given Egan a new role to overview the skills needed to deliver 200,000 new homes. However, there were immediate tensions with architects, when it was reported that Egan would investigate merging professional disciplines within the built environment (Building Design, 11/04/03). Paul Hyett, at that time President of the Royal Institute of British Architects, immediately rejected calls for such a course. Egan and Prescott’s line of thinking aligns with PFI for housing, with architects ever closer to the ‘supply’ (contracting) side, and further away from the ‘demand’ (client) side. In other words, architects would lose potency, as would communities.

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Community spirit in Netherholm

Blackhill tenants with Housing Minister Calum McDonald

In these cases, the process of phased construction was facilitated by a relatively new contractual framework encouraged by Scottish Homes, that

stance, which is often associated with a traditional competitive tendering procedure. Although this probably entails more effort, certainly on the part of the architectural …the fundamental incentives for consultants, it appears to work well for ‘partnering’ were increased continuity Thenew’s tenants. and decreased confrontation, with the In Cranhill’s case, it has architect remaining in full control of reaped recognition in the form of a National detailing and specification Partnership Award. Sandra Nolan, of ‘partnering’. This defers to the chairperson for the Cranhill Area 1998 Egan report, “Rethinking Committee, collected this on 18th Construction”. Egan also advocated October 2000. Awards are good forms of contract with an established, for morale. but often architecturally contentious Nevertheless, the management history, such as ‘design and build’. committee remains aware that However, the fundamental incentives reformative reports such as that of for ‘partnering’ were increased ‘Rethinking Construction’ also have continuity and decreased a political agenda, some of which confrontation, with the architect may not be in tune with Thenew’s remaining in full control of detailing aims and objectives*. Also, the and specification. Essentially the idea Association is now reviewing its is to defuse the ‘us’ and ‘them’


25 years of innovation and growth

partnering procedures. Although continuity and so forth is undoubtedly advantageous, one also needs to guard against an undue lack of symmetry with regard to the spread of consultants and architects relative to the portfolio of development projects. Despite an apparent lack of commitment in the Egan Report to core issues of sustainability such as energy efficiency, we also have to recognise that, given the will on the part of developer and consultants, ‘partnering’ offers a significantly smoother path to tackling such matters than ‘design and build’. Indeed, in rebuilding Cranhill and Blackhill, the architect, Fraser Brown Newman, has managed to set new standards for Thenew in this respect. The development agreement secured intense community involvement in the design; the standards in terms of ‘life-time’, ‘barrier free’, ‘secure by design’ were very thoroughly

addressed; and the dwellings broke new ground in terms of healthy energy efficiency – tackling controlled ventilation and using ‘breathing construction’ based around an insulating material made from recycled newspapers. In addition to initiating radical newbuild projects in areas of deprivation without viable local housing associations, Thenew took over regeneration programmes that were already well under way. Netherholm, at the western extremity of Castlemilk, is such an area. Netherholm H.A., with rent from only 150 properties, decided that long-term financial viability was not feasible. A ‘Transfer of Engagements’ to another association seemed inevitable, and after a lengthy period of evaluation, the transfer to Thenew took place at the end of March 1998 (exactly a year before Cranhill). Quoting from the 2001-02 Annual Report, George Alexander, by now

A National Partnership Award for Cranhill Area Association

17


THENEW REBUILDING COMMUNITIES

When the estate was split between the Council and the Association, the community was split too. With Thenew about to manage Holmbyre housing for Glasgow Housing Association, we can bring it together again Chairperson of the Netherholm Area Association said, “…the regeneration programme started by NHA is complete and soon we will have the village community we always wanted.” Founder member and former Chairperson Yvonne McShea added, “When the estate was split between the Council and the Association, the community was split too. With Thenew about to manage Holmbyre housing for Glasgow Housing Association, we can bring it together again.” It may be noted that Glasgow Housing Association (GHA) has designated Holmbyre a Local Housing Organisation or LHO. Thenew has applied to manage Holmbyre as an LHO, but there is an issue to be resolved in the sense that it appears that LHOs will still adhere to GHA’s standards. Thenew’s longer term aim is therefore a secondary transfer into our ownership.

*Note: The 2003 stock transfer of Glasgow’s entire stock of council housing of course has enormous implications for the future size and scope of all existing associations. It roughly triples the number of rented homes in the city, which are at least theoretically in ‘community ownership’. There are also some new terms. One of these is ‘reprovisioning’, which apparently means something slightly different from regeneration. Part of the strategy is only building new homes where there is demand. This may be all right, provided it does not leave blighted areas, where there is no demand, and hence no regeneration.

18

Welcoming tenants to their new homes in Netherholm

The subsequent geographical spread, with Calton and Bridgeton at the centre of the East End, Blackhill and Cranhill to the north, and Netherholm to the south, resulted in setting up area offices, as well as establishing local Area Committees. This afforded continuity and delegation of powers for the groups which were already established in these areas, as well as benefiting from the regenerative muscle and security of Thenew, at this time rapidly becoming one of Scotland’s larger housing associations.* Early on in the new millennium, just as Thenew was contemplating a period of quiet consolidation, Scottish Homes insisted that Bridgeton and Dalmarnock H.A. be wound up and absorbed within another local association. Ultimately, the affairs of Bridgeton and Dalmarnock H.A. were transferred to Thenew in April 2001 after eighteen months of hard work by both organisations. This involved an additional 550 tenants and 98 sharing owners to Thenew’s tally at March 2001 – 1,869 properties for rent, 4 shared ownership properties, and 16 shared houses and hostels with 105 bed spaces. Marching the clock forward, the equivalent figures reported at the 2002-03 AGM were 2,594 rented properties, 94 shared ownership and 110 bed spaces. This represents a growth of nearly 40% in rented properties in the space of two years, reflecting a mix of absorption and new-build development.


25 years of innovation and growth

Monreith Road

These big changes for Thenew also tend to eclipse more modest achievements, but notable ones nonetheless. As it came to terms with its new work-load in the East End and Blackhill, and having cut its teeth on the ‘big freeze’ at the tail end of 1995 with temperatures dropping down to minus 20oC,

months Thenew housed over fifty people with learning difficulties. A Community Care Strategy Group has now been established, chaired by committee member John Paterson. He has much experience in social work at senior level and was Head of Community Care Commissioning with Glasgow City Council. Now

Thenew also continued to secure new ‘special needs’ properties. A large villa in Monrieth Road, adapted for use by the Scottish Refugee Council, was opened in April 1996. In the autumn of the same year Thenew became one of the initial associations tackling ‘Care in the Community’ Thenew also continued to secure new ‘special needs’ properties. A large villa in Monreith Road, adapted for use by the Scottish Refugee Council, was opened in April 1996. In the autumn of the same year Thenew became one of the initial associations tackling ‘Care in the Community’, providing housing for former hospital patients, and soon had conversion plans for a house in Lennoxtown under way. Lennox Castle Hospital closed altogether in 2002, and in the preceding twelve

Operations Director for the Richmond Fellowship in Scotland, John sees a need for accommodation with support for dementia sufferers. Of course he also wishes to enable people in hostels and hospitals to return to living in the community. Returning to 1996, Thenew provided housing services for twenty-three clients, and its total turnover grew to over £2.75 million. As an indicator of change since then, the equivalent figure at the 2001 Annual General Meeting was almost £4 million, an 19


THENEW REBUILDING COMMUNITIES

average annual growth rate of 9%. By 2002-03, the turnover was just over £7.5 million. In other words growth was rapid. The expenditure

…there has been an ongoing programme of improvements and repairs along with the opening of new area offices on development, new homes in particular, has been high and relatively steady over the last few years. In 2000-01 Thenew built eighty-one new homes, with £3.5 million in grants and a further £1.2 million borrowed (i.e. private finance). In 2003-04 the development ‘out-turn’ value was £4.1 million. This was nearly a million pounds below the Grant Planning Target or GPT due to a number of delays.

20 Supported housing in the East End

However such differences between projected and actual spend in one particular year tend to get ironed out in a subsequent one. Aside from the stock increases and projects already described above, there has been an ongoing programme of improvements and repairs along with the opening of new area offices. Thenew completed 16 amenity and wheelchair properties in Arnprior, Castlemilk in 1997. It also became very involved in plans to regenerate South Calton, including the former laundry site next door to the main office in Green Street. Michael and Sue Thornley Architects, who had earlier prepared a HAG Competition bid for this site, later revised this scheme in the context of their master plan for South Calton. In fact this last project, completed in April 2004, should probably be categorised as


As an essential part of expanding its horizons over its years in the East End, Thenew has had to regularly take stock of itself. It holds a Policy Review day annually ‘consolidated development’. Referring back to ‘Care in the Community’, it is also providing fourteen new self-contained flats for adults with learning difficulties. Calton and Bridgeton still have many derelict sites, and it is crucial for the future sustainability of the area that these are systematically developed. This will take perseverance over the coming years. The housing on the site of the old laundry is such an example. It involved much removal of asbestos during its demolition, as well as other decontamination. However, it was successfully completed in 2004. As an essential part of expanding its horizons in the last 10 years, Thenew has regularly had to take stock of itself. It holds a Policy Review day annually. In order to detach both staff and management from their normal decision-making environment, with the intention of stimulating fresh thinking, this is held outside Thenew’s premises. This provides a more relaxed and healthy forum for interchange of ideas between staff and management than would be possible at a routine monthly meeting. They have resulted in robust discussion around issues – for example, should Thenew seek to renovate 1930s tenements as opposed to demolish and rebuild; or is Thenew as innovative as it should be in terms of energy-efficient ‘green’ new-build housing; or are our participatory processes yielding optimal results? The outcome of these events has a direct influence on future tactical direction, of course

25 years of innovation and growth

including Thenew’s updated ‘business plan’. Although the scale of operations has changed dramatically since Thenew’s early years, the essential problem of financial stringency has not. As indicated earlier, the legacy of the contract and funding arrangements bound into the 1995 ‘Large Scale Voluntary Transfer’ or LSVT remain a grave difficulty for the Association’s long-term forecasts. What this means is that major improvements get talked about on Policy Review days, but when it comes to harsh reality, they are often curtailed and delayed. However, they are not stalled altogether. For example, at the AGM in 2003, it was reported that 170 new central heating systems had been installed, 58 kitchens renewed and double-glazed windows fitted in 107 properties.

Bridgeton Open Day

21


THENEW REBUILDING COMMUNITIES

mundane ‘low-tech’ matters such as the colour of bricks. Nor do we forget the work of the devolved arms of Thenew, the four area associations (Calton, Cranhill, Dalmarnock and Netherholm), several area groups (e.g. Blackhill and Bridgeton), two co-ops (Claythorn and Fairbridge) and finally Calton Sheltered Tenants Association. Not only that, the way in which Thenew conducts its affairs through

Committee members in 2005

22

systems, policies, procedures, meetings, continuing professional development and so forth is regularly monitored. The general term for this is ‘quality assurance’ or QA, The Association has an excellent but there are also other Committee backed up by an equally terms in the QA family such as ‘quality audit’ excellent professional staff team. and ‘quality assessment’, Both are enthusiastic, committed and and now politicians are knowledgeable, and display a rarely starting to use ‘quality enhancement’ or QE. seen quality in their approach to the This last implies that not running of the Association only do associations have to maintain high standards, they also need to improve In November 2002 Thenew also them year on year. Of course housing held the first of biennial Community associations must be publicly Conferences with staff, committee accountable, but one can also and representatives from area sympathise with those who feel associations, housing co-ops and that bureaucracy has become overlocal groups. Such special events burdensome. Be that as it may, until do not of course devalue the regular the birth of Communities Scotland in committee and sub-committee November 2001 Thenew’s QA was meetings. Their business is an administered by Scottish Homes, essential part of any successful who offered a relatively smooth path housing association, dealing with through its QA procedures, provided development, housing management, certain standards were first established. financial and staff matters, and Following a 3-day visit in 1998, embracing a wide range of issues Scottish Homes Performance from IT (Information Technology) Auditors reported: systems down to much more


In 2002-03, there were 2,240 emergency repairs, 96% of which were completed within the target time of 2 hours “The Association has an excellent Committee backed up by an equally excellent professional staff team. Both are enthusiastic, committed and knowledgeable, and display a rarely seen quality in their approach to the running of the Association.” Thus, although Thenew must never become complacent, it is that confidence in our ability that has since permitted us to do a certain amount of ‘fast-tracking’ through bureaucratic red tape, and hence enabling even greater efficiency. Our next ‘tailored’ audit by Communities Scotland was held at the end of January 2002. It is important to remember that the change from Scottish Homes to Communities Scotland was not simply a rebranding exercise. As a quango, the former was not immune from political influence, while the latter is directly accountable to the Scottish Executive. The upshot of the new audit was that Thenew retained its previously hard won status. To quote a key sentence in the report: “The Association has consistently demonstrated a thorough and professional approach to managing its business.” The report also noted

25 years of innovation and growth

“a good range of quality information being provided to tenants”. At any rate, Thenew takes some pride in the quality of services and high standards of management it has continued to provide over the continuously expanding years since 1995. For example, in the year up to March 31st 2001, it carried out 960 emergency repairs, 92% of which were within the target time of 2 hours. As usual, Thenew’s growth is reflected in bringing such statistics more up to date. So also is improved performance. In 2002-03, there were 2,240 emergency repairs, 96% of which were completed within the target time of 2 hours. Naturally, all the housing staff are to be congratulated for keeping up this kind of momentum. From the outset Thenew has continued to provide services and consultancy to other organisations. Since 2002, when the Association gained charitable status, this has been through THS Ltd and some former stalwarts of the management committee, Tom Duncan, Lou Rosenberg and Jim Gallagher, have returned to help manage the new trading arm.

23 The annual staff conference


THENEW REBUILDING COMMUNITIES

Thenew’s 21st birthday was well celebrated in 2000. The Association felt justifiably proud of its achievements In 2003, Thenew explored the territory of ‘sustainability’ and ‘sustainable development’ more systematically. As stated above, by this time there was already an established track record in spheres such as energy efficiency, healthy living, secure by design and so on. Nevertheless, these aspects of development were not enshrined in a policy, and there are aspects that are potentially contentious. For example, there are some people who regard ‘sustainability’ as unachievable and ‘sustainable development’ as a contradictory pair of words. However, the attitude adopted was to formulate a policy that was not couched in terms of the absolute, but rather on the basis of what was reasonably achievable. The risk in this case is that a policy becomes too qualified to achieve tangible results. At any rate, after a series of workshops involving several other housing associations, and led by GAIA architects, Thenew set up a

Marian Jacobs cuts the cake

24

working group – a mix of staff and management. In the fullness of time, a Policy on Sustainability was drafted, and edited several times before finally being adopted along with an Implementation Plan. Thenew’s 21st birthday was well celebrated in 2000. The Association felt justifiably proud of its achievements. It knew that it faced many challenges and changes in the future, but it could face them with confidence and vigour. At the following AGM, chairperson John Jackson stated that “staff and committee were involved in a variety of wider action activities and participated in several Glasgow Area Housing Partnerships”, and also that “we improved our structures for devolved decision making”. The ‘wider action’ aspect is of course bound up with ‘rebuilding communities’. This is the social arm of sustainability. Since then a ‘Wider Action Strategy Group’ has been established. A relatively new member of the Management Committee, Stuart Hashagan, with a long track record working in the voluntary sector and currently Codirector of the Scottish Community Development Centre, now chairs this group. Examples of the kind of wider action are:  Involvement with a ‘big day’ in Netherholm to mark the completion of its housing renewal, and a feasibility study for a new community facility there, which might also provide a local office for Thenew.


25 years of innovation and growth

 Providing a base for the Playbusters Project in Bridgeton and being involved with the Bridgeton Youth Group.  Working with young people in several other areas, for example Blackhill Tots and Teens; organising regular seasonal events for the Calton Sheltered Tenants Association. Although the growth and development during two and a half decades has completely changed Thenew’s shape, nevertheless its underlying commitment to affordable homes of quality for the least advantaged sectors of the community remains. In this regard, producing the latest long-term business plan has been a major activity for Thenew in the last year. Policy review days in particular have already been noted for their capability to reset agendas. Members of senior staff, who form the integrated backbone of Thenew’s delivery team, also have individual roles and strong views with respect to strategic issues, as do members of the management committee. However, all this has to be seen as part of a dynamic and accountable structure which has played, and is still playing, a leading part in physically and socially rebuilding communities in the West of Scotland. Precisely what the future holds post25th anniversary is very difficult to judge, especially with Marian Jacobs’ extremely well earned retirement.* Thenew without Marian is hard to conceive. She has literally always been

Calton sheltered tenants dressed for the Lord Provost Parade

Although the growth and development during two and a half decades has completely changed Thenew’s shape, nevertheless its underlying commitment to affordable homes of quality for the least advantaged sectors of the community remains there. On the other hand, Thenew is used to dealing with significant change, and it has always risen to the challenge. Charlotte Levy as Thenew’s current chairperson provides a strong sense of community leadership from the management side. Including all the staff, with its well devolved structure, a very strong organisation is in place, and there is no reason why it should not continue to go from strength to strength for the next 25 years and beyond.

*Note: This text was completed in May 2004 just prior to Marian Jacobs’ retiral and before Charles Turner took up his post as the new Chief Executive of Thenew.

25


THENEW REBUILDING COMMUNITIES

Appendix 1 Committee Members 1979 – 2004 George Alexander

97 –

Agnes McCallum

01 –

John Anderson

79 – 96

George MacDonald

86 – 87

Cllr Yvonne Anderson

96

Anne McGuire

01 – 02

Michael Blyth

86 – 93

94 – 96

Jim Boyd

96 – 98

Douglas McKinlay then co-opted to FSSC

Mary Brailey

85 – 96

Jim McLellan

98 – 03

Yvonne McShea

97 – 96 – 97

Jim Broad

THENEW COMMITTEE MEMBERS 1979 – 2004 76 members have served on Thenew, some for many years, others very briefly Of these: *14 were from client associations *30 were individuals with particular skills and experience (who stayed longer than 1 year) Since 1996, 14 have been tenants of Thenew and 4 tenants of other landlords Corporate Bodies have been represented by: *Ian Fraser – St Luke’s & St Andrew’s Church *Sarah Kielty – NCH Action for Children (d) deceased

26

83 – 92 (d)

Bill Bryson

84

Isobel Marshall

Kitty Chalmers

00 –

Alison More

Aileen Christie

96 –

Sandra Nolan

99 –

Roy Clayton

86 – 90

Dana O’Dwyer

91 – 92

Matt Cotter

91 – 95

Jill Paton

82 – 83

John Dickie

92

Ray Paul

87 – 88

Kenneth Dow

92 – 93

John Paterson

02 –

John Dryburgh

90

Colin Porteous

92 –

Tom Duncan

79 – 95

Graham Rattray

80 – 90

Alex Dunlop

82 – 83

Cllr George Redmond

03 –

Charlie Elvin

99 – 00

Willie Redmond

01 – 03

Foster Evans

86 – 90

Andrew Robertson

79 – 85

John Falconer

92

Lou Rosenburg

79 – 96

Michael Fisher

93

Cllr John Ross

Jess Fitzgerald

90 – 99

Bill Sanger

86 – 89

Ian Fraser

97 –

Ann Scott

82/3 – 91/2, 94 –

Walter Fyfe

79 – 93

Ian Scott

89 – 93

Jim Gallagher

94 – 99

Lucille Scott

80 – 83

Alex Gibson

84 – 86

Cllr James Shields

Sadie Hamilton

87

Karen Smith

87 – 91

Maureen Hannigan

90 – 93

John Speirs

79 – 83

Stuart Hashagen

02 –

Cllr David Stevenson

96 – 03

Ruth Henderson

82 – 86

James Sweeney

87 – 88

Jack Hunter

85 – 89

Agnes Thomson

86 – 96

John Jackson

90 –

Roland Thomson

87 – 88

Krystyna Johnson

86 – 89

Mike Thornley

79 – 85

Sarah Kielty

98 – 01

Hilda Vernon

83 – 86

Charlotte Levy

96 –

Duncan Weir

79 – 82

Isabel Little

96 – 01

Robert Wilton

82 – 87

Betty McAllister

96 – 99

Ann Wishart

92 –

Walter McAllister

79 – 83

Liz Wisniewski

98 – 01

Betty McBain

96 – 97

90-01, 02-04

82/3 – 91/2

92 – 94 (d)


Appendix 2

25 years of innovation and growth

List of consultants/contractors used in Thenew development projects Contract

Architect

Other consultants & contractors

3-7 Steel Street, Saltmarket

Elder & Cannon

R Armour & Partners; Petrie Robertson Design; Tarmac Construction

Phoenix House, Keppochhill Road

McGurn Logan Duncan & Opfer

Towler & Hyslop; Robert Johnstone Associates; Wallace Whittle Entec; J Wilson; Tarmac Construction

28 Bridge Street, Alexandria

Assist Architects

Towler & Hyslop; Robert Johnstone Associates; Hawthorne Boyle Partnership; Tom Woodhouse Associates; Fast Track Building Ltd

73 Monreith Road, Newlands

Murray Design Group

T J Ross; A M Sidey; Hawthorne Boyle; John Arnott Associates; D Campbell & Co

1-4 Arnprior Crescent, Castlemilk

McLaughlin Monahan Architects

T J Ross; A M Sidey; Tom Woodhouse Associates; J H Gray (Builders) Ltd

Glenorchy House, Lenoxtown

McGurn & Logan

Langmuir Hay; Montgomery Smith; Thenew; J B Bennett

49 & 70 Carrick Drive, Mount Vernon; 171 & 172 Lethamhill Road, Riddrie; 25 Cairngorm Road, Mansewood

Margaret Blackwood HA

Towler & Hyslop; Scott Bennett Associates; Thenew; Caledonian 87

Blackhill 1 – 2C

Fraser Brown Partnership

Towler & Hyslop; Scott Bennett Associates; H A P M; C D Environmental Design; Clerk of Works Inspection Services; J B Bennett

2-6 Lanark Street (Scotland’s Homes of Tomorrow)

Ian Ritchie

Davis Langdon & Everest; Ove Arup; Clerk of Works Inspection Services; John Dickie

Netherholm 3, Castlemilk

Murray Design Group

R M Neilson; Montgomery Smith; Clerk of Works Inspection Services; Pentran; Robison & Davison

27


THENEW REBUILDING COMMUNITIES

28

Contract

Architect

Other consultants & contractors

Dougrie Road, Castlemilk

John Gilbert Architects

Towler & Hyslop; Robert Pollok Associates; Thenew; J B Bennett

Cranhill 1 – 3B

Fraser Brown Partnership

Towler & Hyslop; Scott Bennett Associates; H A P M; C D Environmental Design; Clerk of Works Inspection Services; J B Bennett

24 Alder Road, Mansewood

Campbell & Morris

Reid Associates; Thenew; Laidlaw Scott

20 James Street, Bridgeton

John Gilbert Architects

D A Gilmour Ltd; Laidlaw Scott

Netherholm 4, Castlemilk

Michael & Sue Thornley Architects

T J Ross; Hodgins Smith Partnership; Hawthorne Boyle Partnership; D A Gilmour Ltd; Crudens Building & Renewals Ltd

78-84 London Road

Page & Park Architects

Towler & Hyslop; Harley Haddow Partnership; Ian White Associates; Clyde Design Partnership; Charles Darnley Associates; D A Gilmour Ltd; D Campbell & Co

200-204 Stevenson Street, Calton

Michael & Sue Thornley Architects

T J Ross; Scott Bennett Associates; S B A Planning Supervisors; Hawthorne Boyle Partnership; Clerk of Works Inspection Services; P L S Construction

Cranhill 4

Fraser Brown Newman Architects

Towler & Hyslop; Scott Bennett Associates; S B A Planning Supervisors; C D Environmental Design; Clerk of Works Inspection Services; J B Bennett

34 Bridgeton Cross

Michael & Sue Thornley Architects

T J Ross; McLay Collier; Clerk of Works Inspection Services; J B Bennett

Dalmarnock 1

Fraser Brown Newman Architects

Towler & Hyslop; Scott Bennett Associates; S B A Planning Supervisors; Clerk of Works Inspection Services; J B Bennett

Dalmarnock 2

Fraser Brown Newman Architects

Towler & Hyslop; Scott Bennett Associates; S B A Planning Supervisors; D A Gilmour; J B Bennett

Kirkhaven Hostel, Dalmarnock

Fraser Brown Newman Architects

Towler & Hyslop; Scott Bennett Associates; C D Environmental Design; Hawthorne Boyle Partnership; Capita; Ross Quality Control

Glenacre Terrace, Castlemilk

Douglas Brown Architects

T J Ross; Hodgins Smith Partnership; Campbell & Morris


Appendix 3

25 years of innovation and growth

Thenew Staff as at October 2004 CORPORATE Isabella Montgomery Charles Turner HOUSING MANAGEMENT Rena Burns Tracey Clarke Lorraine Dallas Paola Doyle Brian Gannon Anne Gray Michael Gray Isabel Irwin Heather Jeffrie Margaret Layden (seconded to Playbusters) Carolyn McGowan Jean McKenna Billy McIlroy Avril McLaughlin Mary McClemont Catherine McDowall Jane Macleod Helen McPhail Anne Marinelli Tracey Meiklejohn Dorothy Murray Patsy O’Hagan Austin O’Higgins Margaret Prior Margaret Roberts Lisa Scott Fiona Steel Jean Toner MAINTENANCE Jim Barr Harjit Bilkhu Barbara Cunningham Michelle Dunn Paul Ferguson Tommy Graham John Hissitt Billy Mains Andrew Paterson Iona Taylor

ADMINISTRATION Sheena Fergusson Thomas McAuley Ronnie McCabe Linda McFadyen Tony McLaughlin Margaret McLean Ray Macleod Jan Millar Donna Muldoon Mary Reilly Sarah Walker FACTORING Iain Clark IT Alison Crosbie Greta McPhail SERVICES & DEVELOPMENT Mark Hilton Pamela Martin Marie Clare Rafferty Beth Reilly Sandra Smith Claire Spencer FINANCE Ann Carswell Thomas Chan Douglas Hosie Susan Johnstone Karen O’Neill Craig Patrick John Russell Lorraine Salisbury CLEANING STAFF Jean Robertson Agnes Stevenson CLAYTHORN & FAIRBRIDGE CO-OP Valerie Kelly Lynn Hutt Margaret Owens

29


83 Green Street Calton Glasgow G40 2TG Tel 0141 550 3581 Fax 0141 550 2433 Email admin@thenewhousing.co.uk

BRIDGETON OFFICE 2 Main Street Bridgeton Glasgow G40 1HA Tel 0141 554 5345 Fax 0141 554 5758 CASTLEMILK OFFICE 40 Blaeloch Drive Castlemilk Glasgow G45 9QJ Tel 0141 634 7000 Fax 0141 634 7077 CRANHILL OFFICE 14 Ruchazie Place Cranhill Glasgow G33 3HA Tel 0141 774 3030 Fax 0141 774 3366

Registered under the Industrial & Provident Societies Acts (No. 1933R(S) and with Communities Scotland (No. HAL 193) Recognised as a Scottish Charity (No. SC 032782)


Rebuilding Communities - 25 Years of Innovation & Growth