Page 1

Annual Report 2016~2017


altogether better™


CONTENTS

2

Objectives

3

Looking back – Chairman’s statement

4

Looking forward – Chief Executive’s statement

5

Operations report – Overview Mike Crozier, Operations Director

11

Finance report – Douglas Drummond, Finance Director

12

Accounts

15

Meet the board

18

Management team

19

Organisational chart

20

Registered office and advisors Bankers Auditor Solicitors

Annual Report 2016~17

1


OBJECTIVES

Objectives Provide affordable, good quality rented housing 1 suited to the requirements of the community, thereby assisting the Local Authorities in meeting the general housing needs of their areas. Exercise local control over the housing stock 2 and enable tenants and employees to have a greater say in policies affecting their housing and environment. Manage, maintain and develop the housing stock 3 and its environment. Use the resources of the Company and other 4 locally based groups to promote the economic development of the area. Improve the management service for tenants 5 and provide further options for improvement of their homes. Give tenants as much choice as possible in the

6 service they receive. 2

Weslo Housing Management


Looking back Chairman’s statement During the course of 2016 we commissioned

Behind our achievements is a great deal of hard

the Knowledge Partnership to conduct a Tenant

work, dedication and enthusiasm and I would

Satisfaction Survey. The results of the survey

like to express my thanks to our staff, Directors

highlighted the main priorities for our tenants

and partners for all that they do to ensure our

with the result showing that 90% of our tenants

success and the positive impact we strive to

are satisfied with the service we provide overall.

achieve within our communities.

More importantly, the survey also provided us with valuable information on where we can improve, which will be our focus going forward. We also saw the end of the Right to Buy Scheme and during the last year of operation, we experienced an unusually high, but not

Peter Robson

A warm welcome to the 23rd annual report

entirely unexpected, number of sales. However,

Chairman, Weslo Housing Management

of Weslo Housing Management,

this has been mitigated by the purchase of

highlighting another busy year for us in

22 properties and successful completion of

what continues to be an ever challenging

20 new build properties for social rent at

environment.

Tamfourhill in Falkirk. These new homes have not only provided much needed affordable

In May last year we submitted our third Annual

housing but importantly, with the innovative

Report on the Charter and I am pleased to

energy efficiency aspects incorporated into the

report that we continue to perform well

build, will help our tenants with the ever

against the standards, outperforming the

increasing challenges of fuel poverty.

Scottish Average on many of the indicators. As I write we are awaiting the fourth sector

In the course of the year we said a sad farewell

performance report from the Scottish Housing

to Margaret Walker who retired after 42 years

Regulator. Despite the challenges facing the

working in housing, 22 of those years with

sector we are confident we can build on the

Weslo. Margaret was an ambassador for Weslo

success of last year.

and we wish her a very happy retirement.

Annual Report 2016~17

3


OVERVIEW

Looking forward Chief Executive’s statement

There are a number of challenges ahead and

children of tenants undertaking higher or further

we are very much aware of the constraints on

education. This grant provides a helping hand

the environment in which we work. There is still

to help them sustain their education by

great demand for good quality affordable

removing potential barriers they may face

homes and we will continue to seek

entering tertiary education.

opportunities to assist this need. Fuel poverty and welfare reform remain prevalent and we will

During the next 12 months we will develop a

work hard to support those tenants in greatest

new five year strategy. Working with our people

need. There is also the uncertainty around the

we will develop a vision that will enable us to

During the last financial year, Weslo

United Kingdom’s decision to leave the

build on our strengths ensuring strong

Housing Management has made a number

European Union and what the implications of

ownership and accountability. Together we’ll

of positive changes to the way we work.

this decision will mean to the economy in the

identify our key priorities for the business that

Continuous improvement will be a top

coming years. We are already making plans to

help us to make a difference within our

priority for us developing a culture where

ensure as a business we can meet these

communities whilst ensuring Weslo maintains a

we question the activities we do to enable

challenges but more importantly to ensure we

culture of doing the right thing.

us to continue to provide excellent service,

are equipped to help our communities to meet

with affordability very much at the

these challenges.

forefront. During 2016 we carried out a review on how we could improve our

Our activities in the private rented sector

corporate function which will ensure good

continue to grow and through our subsidiary

governance. As a result we have

Weslo Property Management, which provides a

established a new Corporate Service

fully managed letting service for our private

Mike Bruce

department. The new team are in place

rented sector units and private landlords. We

Chief Executive

and are responsible for providing a

remain committed to seeking out opportunities

diverse centralised business support

to expand in this area.

service to the organisation. We will continue to support our communities Doing the right thing has always been at

through our Community Budget Fund, which is

the heart of Weslo and through a culture of

realised from savings achieved through good

empowerment we will continue to invest in

working practices within Weslo. Since its formal

our staff to ensure they are equipped with

inception over 15 years ago, this initiative has

the right skills and knowledge to provide

distributed over £120,000 to local community

the best possible service.

causes. We will also continue with our Education Grant which offers financial assistance of up to £500 to tenants or the

4

Weslo Housing Management


OPERATIONS

Operations report

90% of our tenants are happy with the overall service we provide.

Mike Crozier, Operations Director

In May last year we submitted our third ARC

Eileen and Jim Porter, Tenant Board Members.

report for 2015/16 highlighting our performance against the Scottish Social Housing Charter (ARC). The Charter has a number of outcomes set across five main standards. We continue to perform well against these standards, outperforming the Scottish Average on many of the indicators. This performance is due to the dedication and hard work of our staff, who together strive to make a difference, amidst our culture of doing the right thing. Despite the challenging environment we work in, we are pleased to report

We know there are many people experiencing

that our key performance indicators

real hardship which can lead to debt and

for arrears, voids and repairs continue

health problems. To help combat this we work

to be strong.

closely with our tenants facing these issues and, during the course of the year, our Welfare

• Arrears as a % of rental income – 2.1% (current arrears) • Rent loss on voids as a % of rent receivable – 0.34% • Repairs completed within target time – 100%

Benefits officer visited nearly 500 households, providing Welfare Benefits and debt advice, which amounted to over £0.5m additional income to those households, thus alleviating some of the pressures they face under the new welfare regime.

Annual Report 2016~17

5


OPERATIONS

This year also saw us retain three full time gardeners, bringing the total permanent gardening workforce to four and giving us the capacity to carry out a greater range of gardening, arboriculture and landscaping works in the coming years including our garden maintenance service offered to those who meet the criteria. We continue to work with Aareon and 1st Touch on our QL housing management and mobile working systems. This continues to be a major investment by the company, with the systems encompassing all areas of the

Ann Kerr, Welfare Rights Officer.

business to ensure full integration. In order to maximise the return on this investment, we

identify areas for improvement and going

recruited Andrew Scott to the post of

forward will work with our team of module

Housing System Project Manager, who along

leaders to further develop both systems,

with Kevin Cairns, ICT Manager, have

bringing greater efficiency.

completed a comprehensive systems review to Donna Jack, Housing Officer.

In addition to this we have placed focus this year on Asset Management, to assist in

A review of Housing Management services and

better and be able to intervene where

programming future planned maintenance

structure was undertaken last year. One of the

necessary to provide assistance and improve

work. We are also further developing our

improvements from the review was the re-

the homes and lives of our tenants.

existing reporting suite. In relation to the 1st Touch mobile system, development work is

structure to our Housing Officer patches which have been reduced from an average of 400

This year was also a transitional year for our

being carried out to provide new gas and

tenancies to 250. This change is to allow our

Technical Unit. A new Technical Unit Manager,

electrical certificates, and automate operatives’

Housing Officers more time to build better

Malcolm Finnie, joined Weslo in September

timesheets. We will also be further enhancing

relationships and improve communications with

2016, closely followed by a new Assistant

the stock module to allow operatives the facility

our tenants, which was a key priority

Technical Unit Manager, Robert Boal, in January

to carry out stock takes via their mobile

highlighted by our tenants from the Tenant

this year. Despite the change in personnel, the

devices, reducing the number of man hours

Satisfaction Survey. It will also allow our

staff continued to deliver a high quality service.

taken to complete the process, and also

Housing Officers to visit every house at least

During the reporting year 5,314 repairs were

once a year, meaning we will know our tenants

completed, slightly more than last year.

6

Weslo Housing Management

providing the production of more detailed David Wilson, ICT Officer.

stock reports.


OPERATIONS

Following on from this, (early to mid-2018), the implementation of 1st Touch’s 360 module will take place. This new visual solution will streamline processes by delivering a single, 360-degree view of all key business areas and customer data. Tasks which would previously have required visits by different teams will be resolved in one visit from a staff member operating in a multi-functional role, thus improving productivity, and more importantly, the service being provided to our tenants.

Sybil Watt, Tenant Participation Member.

Overall the QL and 1st Touch systems continue to provide benefits for our staff and tenants, and the future development will not only continue to provide financial savings, but further develop the streamlining of systems, and improvement in communications.

Mike Crozier Operations Director

Annual Report 2016~17

7


OPERATIONS

Rent arrears OUR OBJECTIVE TO MAXIMISE BENEFIT TAKE-UP AND MINIMISE RENT ARREARS.

*The current tenant arrear figure of £190,837 is the gross arrear as at 29 February 2016. This figure would reduce to £165,765 with benefit due from local authorities at 28 February 2017.

8

Weslo Housing Management

Rent receivable Current tenant rent arrears at end of financial year* Arrears as a % of rental income

£9,125,226 £190,837 2.1% (2015-16 1.74%)


OPERATIONS

Re-letting OUR OBJECTIVE TO OFFER HOUSES FOR RE-LET AS QUICKLY AS POSSIBLE AND SO MINIMISE RENT LOSS AND WAITING TIME. During the year 137 houses were re-let representing a turnover of 5.6% incurring a rent loss of £30,810. This figure represents positive progress on last year and our teams

Total rent receivable Rent loss on voids Rent loss as a % of rental income

£9,125,226 £30,810 0.34% (2015-16 0.35%)

are committed to looking at ways to continue this improvement.

Annual Report 2016~17

9


OPERATIONS

Reactive maintenance OUR OBJECTIVE TO PROVIDE A SAFE, SPEEDY REPAIRS SERVICE FOR ALL TENANTS.

In 2016/17 a total of 5,314 reactive maintenance jobs were carried out to our properties. We continue to use our own in-house maintenance team to carry out the majority of reactive maintenance work, bringing in other local contractors to do the remainder, e.g. fencing, landscaping, glazing, etc. Performance on repairs continues to be excellent, with all repairs completed within their target time.

Alex Hastings, Gardener.

10

Weslo Housing Management

Repairs completed Repairs not completed in target time Repairs completed in target time Repairs completed as a %

5,314 0 5,314 100%


FINANCE

Finance report Douglas Drummond, Finance Director

“Weslo is well placed to take advantage of the opportunities that will present themselves both in the coming twelve months and in the years ahead.”

an increase of 3.8%. A breakdown of Turnover

Current Assets fell to £5.655m, down £0.826m

disappointing, there are no cash implications

and Operating Costs is shown on page 12. As

on last year. This was due to the year-end cash

arising from this latest pension valuation and

anticipated in its final year, income from Right to

balance being down £1.107m on the previous

the day to day business of the company will not

Buy Sales rose sharply compared to 2015/16,

year; the cash balance from 2015/16 plus

be affected in any way. Deferred Capital Grants

up to £0.732m, an increase £0.391m, a rise of

grants from the Scottish Government being

increased to £4.106m, up £1.501m on the

114.7%.

used to fund new build and other acquisitions

previous year.

throughout the year. The 2016/17 year-end Interest Payable for the year totalled £2.043m,

cash balance of £4.767m is still a very healthy

The Net Asset position is £1.622m down on the

down £0.053m on the previous year, a

carry forward to take into the new financial year.

previous year, the principle factor in this being the increase in pension liability. Nevertheless net

decrease of 2.5%; this was due to a fall in

2016/17 saw another year of strong

variable interest rates during the course of the

For the first time since refinancing in 2007 the

assets totalling £6.349m is a strong starting

year. The Surplus on Ordinary Activities was

company repaid an element of capital, albeit

point and provides a sound base for 2017/18

£0.482m, an improvement of £0.555m on the

the relatively small amount of £0.099m reducing

and beyond and I am confident Weslo is well

previous year’s loss, £0.074m.

total indebtedness to £53.257m; however,

placed to take advantage of the opportunities

larger capital repayments will come into play

that will present themselves both in the coming

the financial statements showing

The Statement of Financial Position (SOFP)

from 2017/18 onwards. This is reflected in the

twelve months and in the years ahead.

steady growth along with continued

shows Fixed Assets have increased to

increase in creditors due within one year, up by

investment in the housing stock.

£64.816m, up £3.005m on 2015/16, an

£0.758m, whilst creditors due outwith one year

A summary of the financial statements is

increase of 4.9% with £3.101m being the value

fell by £0.875m.

shown on pages 12 - 14.

of additions to the housing stock during the

financial performance from the company,

year. A mixture of new build and acquired

The Provision for Pension Liabilities in 2016/17

Firstly from the Statement of Comprehensive

properties along with significant investment

saw a significant increase to £5.589m, up

Income: Turnover for the year rose to

through the planned maintenance programme

£2.418m on the previous year’s provision. The

Douglas Drummond

£10.011m, up £0.412m on the previous year,

account for this increase. Other Fixed Assets

key factor influencing this year’s valuation is an

Finance Director

an increase of 4.3%. Operating Costs increased

fell in value by £0.097m with depreciation

increase in the net discount rate applied by the

to £8.265m, up £0.305m on the previous year,

charges outweighing additions.

fund actuary in arriving at his valuation. Whilst

Annual Report 2016~17

11


FINANCE STATEMENT OF COMPREHENSIVE INCOME

Accounts

Statement of Comprehensive Income

2016-17

2015-16

Change

Change

£

£

%

£

Turnover

10,011,228

9,599,146

4.3%

412,082

Operating Costs

(8,265,046)

(7,960,326)

3.8%

(304,720)

34,081

20,091

69.6%

13,990

1,780,263

1,658,911

7.3%

121,352

732,366

341,189

114.7%

391,177

11,669

21,877

-47%

(10,208)

(2,042,545)

(2,095,629)

-2.5%

53,084

481,753

(73,652)

-754.1%

555,405

Other Income Operating Surplus Gain on Sale of Assets Interest Receivable Interest Payable Surplus/(Loss) on Ordinary Activities

Income 2016-17

Expenditure 2016-17

 Rents Receivable

 Operating Costs

 Grants from Scottish Ministers

 Interest Payable

 Management Charge & Other Income  Owners Recoveries  Other Income  Gain on Sale of Assets  Interest Receivable

12

Weslo Housing Management


FINANCE STATEMENT OF FINANCIAL POSITION

Statement of Financial Position

2016-17

2015-16

Change

Change

£

£

%

£

Housing Properties

63,007,244

59,905,264

5.2%

3,101,980

Other Fixed Assets

1,808,460

1,905,090

-5.1%

(96,630)

64,815,704

61,810,354

4.9%

3,005,350

Total Tangible Fixed Assets Current Assets Stock Debtors Investments Cash

Creditors due within one year Net Current Assets Total Assets less Current Liabilities

56,914

65,100

-12.6%

(8,186)

831,378

542,220

53.3%

289,158

5

5

0.0%

0

4,766,713

5,873,881

-18.8%

(1,107,168)

5,655,010

6,481,206

-12.7%

(826,196)

(1,954,827)

(1,197,078)

63.3%

(757,749)

3,700,183

5,284,128

-30.0%

(1,583,945)

68,515,887

67,094,482

2.1%

1,421,405

(52,471,766)

(53,347,153)

-1.6%

875,387

(4,106,175)

(2,605,136)

57.6%

(1,501,039)

Creditors Amounts due outwith one year Deferred Capital Grants Provision for Pension Liabilities

(5,589,000)

(3,171,000)

76.3%

(2,418,000)

(62,166,941)

(59,123,289)

5.1%

(3,043,652)

6,348,946

7,971,193

-20.4%

(1,622,247)

Unrestricted Funds

11,937,946

11,142,193

7.1%

795,753

Pension Reserve

(5,589,000)

(3,171,000)

76.3%

(2,418,000)

6,348,946

7,971,193

-20.4%

(1,622,247)

Net Assets

Capital and Reserves

Annual Report 2016~17

13


FINANCE TURNOVER AND OPERATING COSTS

Breakdown of Income Rents Receivable

2016-17

2015-16

£

%

£

%

9,172,626

85.0%

9,020,163

90.4%

Grants from Scottish Ministers

132,282

1.2%

84,189

0.8%

Management Charge & Other Income

556,600

5.2%

348,902

3.5%

Owners Recoveries

149,720

1.4%

145,892

1.5%

Other Income Gain on Sale of Assets Interest Receivable

Breakdown of Expenditure

34,081

0.3%

20,091

0.2%

732,366

6.8%

341,189

3.4%

11,669

0.1%

21,877

0.2%

10,789,344

100.0%

9,982,303

100.0%

2016-17

2015-16

£

%

£

%

Staffing Costs

3,374,623

32.7%

3,371,171

33.5%

Repairs & Maintenance

1,465,026

14.2%

1,440,236

14.3%

Depreciation

1,799,697

17.5%

1,768,606

17.6%

Office Overheads

592,648

5.7%

631,065

6.3%

External Services

1,033,052

10.0%

749,248

7.5%

Interest Payable

2,042,545

19.8%

2,095,629

20.8%

10,307,591

100.0%

10,055,955

100.0%

Turnover

Operating Costs

 Rents Receivable

 Staffing Costs

 Grants from Scottish Ministers

 Repairs & Maintenance

 Management Charge & Other Income

 Depreciation

 Owners Recoveries

 Office Overheads

 Other Income

 External Services

 Gain on Sale of Assets

 Interest Payable

 Interest Receivable

14

Weslo Housing Management


Meet the board Weslo Housing Management is governed by a Board of 12, headed by a non-Executive Chair. The Board is made up of four Tenant Directors, five wider community representatives and three Executive Directors forming the Executive Team, who are charged with the day-to-day running of the business.

Chair

Executive Director Professor Peter Robson, LLB, PhD

Mike Crozier, CIHCM

Peter is a solicitor and Professor of Social Welfare Law at the

Mike is Operations Director and has worked in social housing since

University of Strathclyde. Peter has lectured at the Universities of

1976 with Scottish Special Housing and Scottish Homes and was a

Stirling, Glasgow, Heriot Watt and Strathclyde. Peter is author of

member of the staff group which set up Weslo in 1994.

several books on housing law. He was previously Chair of the national housing charity Shelter and is a Part-time Judge in the Appeals Service dealing with Disability Appeals. Peter joined Weslo Board in 1993 and has been chair since 2005.

Executive Director

Executive Director

Mike Bruce, LLB, CIHCM

Douglas Drummond

Mike has been Chief Executive of Weslo since 2005. Mike has spent his

Douglas is Finance Director and is a member of the original Executive

career in housing starting in 1974 with Scottish Special Housing

Team which, in 1994, created Weslo Housing Management. Douglas

Association, moving to Scottish Homes then continuing with Weslo

has been instrumental in sourcing investment for the many initiatives

since its inception in 1994.

with which Weslo has been involved.

Annual Report 2016~17

15


The Board oversees the strategic direction of the organisation, meeting on a six-weekly cycle. The Board is responsible for reviewing strategy and performance, as well as setting operational plans and budgets.

Community Directors Kate Dewar, Deputy Chair

Alice Ann Jackson

Kate is a practising solicitor acting in the commercial and business

Alice Ann has many years of valuable experience gained in the fields of

sector with over 20 years’ experience assisting and representing social

housing and homelessness. She has operated at Board level with

housing clients. Kate has acted for registered social landlords, local

several charitable and voluntary organisations, working in the areas of

authorities, and the Scottish Government in all aspects of social and

housing and support; she was previously Convenor of SCSH and now

affordable housing including governance, constitutional structures,

chairs Homeless Action Scotland’s policy committee. She is an

housing supply and development, and housing management.

independent social researcher/consultant and trainer.

Brenda Higgins

Margaret McIntyre, MCIH

Brenda began her career at Viewpoint Housing Association in 1984

Margaret has worked in a number of housing associations, a local

and continued to work at a senior level in housing until she retired in

authority and in the voluntary sector. Margaret has also served on a

2010. Since retiring, she has established her own Consultancy

number of committees over the years, a school board and has been a

Service and has provided temporary support to two Housing

volunteer with Citizens Advice Bureau.

Associations experiencing difficult governance issues. Brenda holds a Batchelor of Arts degree and a postgraduate Diploma in Housing Administration. She is currently a member of the Home Ownership Housing Panel and the Private Rented Housing Panel and a trustee of a charity based in Glasgow.

16

Weslo Housing Management


The day to day operations of the group are administered by the Chief Executive, Finance Director and Operations Director.

Tenant Directors Andrew Balfour

Jim Porter

Andrew joined the Weslo Board in 2015 and has been a tenant for

Jim was born in Edinburgh, lived in West Calder then moved to

over 15 years. Andrew is a qualified Social Worker with past

Torphichen. He now lives with wife Eileen in Bathgate. Jim trained as a

experience of working with homeless and other vulnerable groups.

welder in the North British Steel Foundry, Bathgate, before joining the

He is heavily involved with his local church and local community.

Fire Brigade in 1972, where he served until 2002. He now works as an Environmental Officer with West Lothian Council. Jim has a BA (Hons) degree in Combined Social Sciences, a Certificate in Mediation and Counselling and holds a Level 2 Certificate in Housing Practice.

Eileen Porter

Colin Torrie

Eileen is a native of Polbeth in West Lothian and has been a tenant of

Colin has been a Weslo tenant since 2000. His career started in the

her Bathgate home since 2006. She has been a member of the Weslo

hospitality sector, where he studied for an HND in hotel management. In

Board for six years and a member of the Tenant Participation Group

2005, Colin returned to College as a mature student gaining an

since 2007. In the past, Eileen has been involved as a volunteer in

HNC/SVQ3 in Social Care. He also has a Level 2 Certificate in Housing

community based work relating to Area Regeneration and is currently

Practice. He works as a support worker assisting adults with learning

involved in a “talk therapy� project providing support to people facing

difficulties. Colin is member of the Tenant Participation Group.

difficult situations. She has a CIH HNC Level 2 Certificate.

Annual Report 2016~17

17


Weslo’s management team Sarah Bickerstaff, Head of Human Resource

Ina Marshall, Corporate Services Manager

Sarah Bickerstaff was appointed to the post of Head of Human Resource

Ina was appointed to the new post of Corporate Services Manager in

in 2015. She has worked with Registered Social Landlords in Northern

November 2016. Having worked both in private and public sectors, Ina

Ireland and Scotland and is a fully qualified member of the Chartered

has a wealth of experience in the role. She is responsible for providing a

Institute of Personnel and Development. Sarah is part of the Executive

diverse centralised business support service, and will take a lead in

Team and will take a lead role in further developing Weslo’s people

developing new business process to ensure good governance.

management strategies. Malcolm Finnie, Technical Manager

Kevin Cairns, ICT Manager

Malcolm joined Weslo in September 2016 as Technical Manager. Malcolm

Kevin started his career with the Bank of Scotland, initially within Branch

trained as a Quantity Surveyor, working initially in Local Government

Banking, before moving into a technical role, Kevin worked in various

before moving to Central Government, working on projects in the UK and

industry sectors, before joining Weslo in 2008. He is PRINCE2 and ITIL

abroad. After leaving Central Government, Malcolm worked in the private

qualified, and a member of the Chartered Institute for IT. Kevin takes the

sector for a number of multi-disciplinary, FTSE 100, support services and

lead in delivering Weslo’s IT services, introducing new, and running

construction companies, serving at regional board level.

existing, systems to provide the latest technologies to support the company in delivering its core business.

Donna Henderson, Finance Manager Donna is a qualified accountant and has been in post as Finance

Ashley Millan, Head of Private Rented Sector

Manager since 2011. She is a member of our Management Team and

Ashley Millan had a successful career in banking before setting up her

has over 20 years of experience in her field. She has held Finance

own Property Management and Letting Company in central Edinburgh.

Manager Roles at both Royal Blind and Melville Housing Association.

Since joining Weslo in 2013 as Head of Private Rented Services she has

Donna is currently leading on our new procurement strategy to ensure

been involved in managing Weslo Initiatives’ mid-market rented

compliance with new regulation.

properties. In addition she is responsible for providing a letting and management service to a growing number of private landlords in the

Liz White, Housing Manager

central belt.

Liz has over 28 years’ experience in housing, joining Weslo in July 2013 from West Lothian Council. Liz has recently completed the restructuring of our Estates department with the aim of improving service delivery.

18

Weslo Housing Management

The three Executive Directors, Mike Bruce, Mike Crozier and Douglas Drummond also form part of the management Team.


Organisation chart

FT = A =

Board

Fixed Term Contract Agency

as at 28 February 2017 Chief Executive Corporate Services Manager

Finance Director

Finance Manager

Head of HR

Head of Private Rented Services

Operations Director

Technical Manager

Corporate Services Administrators x4

Housing Manager

ICT Manager

Property Assistants x 2

Receptionist

Assistant Finance Manager

Payroll Officer x 1 Assistant Accountant x 1

Finance Officers x 2

Assistant Technical Manager

Maintenance Inspectors x 4

Buyer, Stock & Plant Controller

Systems Project Manager

Assistant Housing Manager

ICT Officer x 1 x 1 (FT)

Housing Officers x 10

Welfare Rights Officer

BATHGATE OFFICE X

TRADESMEN 24 Builder/Chargehand x 1 Electricians x 3 Gardener/Labourer x 1 Gardener/Labourer x 2 (FT) Gas Engineers x 4 Plumbers x 3 Joiners x 5 Storeman/Joiner x 1 Labourers x 2 Plasterer x 1 Plumber x 1 Roofer/Slater x 1

Owner Liaison Officer

7

BO’NESS

Trainee IT Administrator x 1 (FT)

OFFICE X

3 (FTE) Clerical Officer

Assistant Admin Officer x3 Admin Assistant x 1 (FT)

Admin Assistants x 3 BATHGATE OFFICE X BO’NESS OFFICE X

2 1

Receptionist

Annual Report 2016~17

19


REGISTERED OFFICE AND ADVISORS

Names and addresses of advisors

Registered office and advisors

Auditors

RSM UK Audit LLP First Floor, Quay 2 139 Fountainbridge Edinburgh EH3 9QG

Internal Auditors

Scott-Moncrieff Exchange Place 3 Semple Street Edinburgh EH3 8BL

Bankers

Royal Bank of Scotland Kirkstane House 139 St Vincent Street Glasgow G2 5JF

Solicitors

HBJ Gateley Exchange Tower 19 Canning Street Edinburgh EH3 8EH

Funders

Nationwide Building Society Caledonia House Carnegie Avenue Dunfermline KY11 8PJ

Registered Number: 140597 Scottish Charity Number: SC021100 Registered with the Scottish Housing Regulator No. 361 Registered office

Royal Bank of Scotland Kirkstane House 139 St Vincent Street Glasgow G2 5JF

66 North Bridge Street Bathgate West Lothian EH48 4PP Secretary

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Weslo Housing Management

HBJG Secretarial Limited Exchange Tower 19 Canning Street Edinburgh EH3 8EH


framecreative | edinburgh

Weslo Housing Management 66 North Bridge Street, Bathgate EH48 4PP T: 01506 634060 F: 01506 639122 www.weslo-housing.org

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Weslo Housing Management Annual report 2016 17  

Weslo Housing Management Annual report 2016 17  

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