ANNUAL LANDLORD PERFORMANCE REPORT
2026
For tenant members of West Granton Housing Co-operative A fully mutual housing co-operative and Scottish registered social landlord
Reporting against the Scottish Social Housing Charter
Performance, services and value for money in 2026
www.westgrantonhousing.coop
WELCOME TO YOUR ANNUAL REPORT This report shares our performance against the Scottish Social Housing Charter for 2026 and covers the 14 outcomes that are relevant to WGHC. The two outcomes (12 and 16) that are relevant to local authorities are not included. This Annual Report on the Charter gives our tenants and service users information on our performance in key areas of work and shares how we are doing in meeting the standards of the Scottish Social Housing Charter.
Consultation On the back page of this report we invite you to share your views and feedback about this report.
Contact Us If you would like to talk to us about this report or any other tenancy or housing related matter, please contact our office for an appointment on: 0131 551 5035.
Accessibility West Granton Housing Co-op offers video, face to face and telephone interpreting services. We also have access to British Sign Language interpreters. Our office is wheelchair accessible. We have a portable induction loop which can be used in both our reception and interview rooms.
If you would like this report in large print please let us know.
WGHC ORGANISATIONAL STRUCTURE WGHC Organisational Chart Larke Adger CEO Grade 10 (35 Hrs) David Mills COO Grade 9 (35 Hrs)
Donald Martin Housing Manager Grade 8 (35 Hrs)
Sheena Farrell Housing Officer Grade 7 (35 Hrs)
Fiona Dodds Housing Officer Grade 7 (35 Hrs)
Les Graham Reactive Maint. Officer Grade 7 (35 Hrs)
Jim Bernard Planned Maint. Officer Grade 7 (35 Hrs) Fiona Stewart Senior Finance Asst. Grade 6 (20 Hrs)
Laura Flynn Housing Assistant Grade 5 (35 Hrs)
COMMITTEE OF MANAGEMENT 2026-27
Elizabeth Robertson
George Thomson Vacancy
Alan Lamont Vice Chair
Cheryl Miller Vacancy
Lynn Jameson
Vacancy
Vacancy
Colin Fraser Chair
Amanda Aitchison
Vacancy
Vacancy
Elizabeth Stewart
Vacancy
CHARTER OUTCOMES 1-4: EQUALITIES, COMMUNICATIONS, PARTICIPATION AND HOUSING QUALITY The Charter Says: Every tenant and other customer, has their individual needs recognised, is treated fairly and with respect, and receives fair access to housing and housing services.
13 medical adaptations completed
OUTCOME 1 EQUALITIES
12.5
average completion time versus Scotish Average 46.5 days
4 of 11
relets went to applicants who had a disability
The Scottish Housing Regulator requires us to collect equality data. There are 9 ‘protected characteristics’ defined under the Equality Act 2010. Of the 9, 8 also constitute ‘special category data’ as defined within the General Data Protection Regulation (UK GDPR) and the Data Protection Act 2018. This legislation makes it clear as to how and why this data might be used. The purpose of us collecting this data is to have an understanding of our tenants, governing body members and staff (including job applicants) with the aim of supporting these groups and ensuring that none experience social exclusion or discrimination. WGHC has chosen to collect equality data using the Article 6 lawful basis of ‘consent’ and Article 9 of ‘explicit consent’.
99.5% 92.7%
99.5%
of tenants agreed WGHC is good at keeping them informed
was the score for WGHC in the 2024-2025 survey
OUTCOME 2 COMMUNICATION
Scottish Average
The Charter Says: OUTCOME 4 customers find it easy to communicate Tenants and other HOUSING with their landlord and get the information they need about QUALITY their landlord, how any why it makes decisions and the services that it provides.
The Charter Says: Tenants and other customers find it easy to participate in and influence their landlords’ decisions at a level they feel comfortable with.
100% OUTCOME 3 PARTICIPATION
88.1%
satisfied with opportunities to participate in decision making
Scottish Average
100% was the score for WGHC in the 2024-2025 survey
The Charter Says: Tenants’ homes, as a minimum, must meet the Scottish Housing Quality Standard (SHQS) when they are allocated; are always clean, tidy and in a good state of repair; and also meet the Energy Efficiency Standard for Social Housing (EESSH).
Why might not all of our homes meet the standard? These issues relates to storage space in some kitchens. Some tenants asked for a space for a tumble dryer or dishwasher. This was provided, at the cost of losing some cupboard space. We will try to address this during future kitchen replacement programmes, but our tenants’ preferences will always be considered first.
93.5%
of WGHC stock meets the Scotish Housing Quality Standard
OUTCOME 4 HOUSING QUALITY
100%
100%
of WGHC tenants satisfied with the quality of their home
of WGHC stock meets EESSH
86.6% 88.1% Scottish Average
Scottish Average
STOCK PROFILE (EPC RATING)
72
300
0
properties rated EPC B
properties rated EPC C
properties rated EPC D
Remaining SHQS issues relate to kitchen storage choices and therefore become an abeyance where applicable.
WGHC Our members, our Priority
CHARTER OUTCOMES 5-6: REPAIRS, MAINTENANCE AND NEIGHBOURHOODS AND COMMUNITY
OUTCOME 5 REPAIRS & MAINTENANCE
2026 2026 WGHC
SCOTTISH AVERAGE
2025 2025 WGHC
Average nonemergency repair time
4.75 DAYS
8.7 DAYS
4.29 DAYS
Average emergency repair time
2.60 HOURS
3.4 HOURS
2.29 HOURS
Satisfied with repairs and maintenance
90.24%
86.1%
96.1%
Of repairs completed right first time
94.75%
88%
97.85%
The Charter Says: Tenants’ homes are well maintained, with repairs and improvements carried out when required, and tenants are given reasonable choices about when work is done.
Why are our performance scores lower this year, compared to last? The ARC return for 2026 has identified that across the 4 measurable key performance indicators above, the performance of WGHC has decreased, although still much improved compared to the overall ‘Scottish average’. This is a key area of the organisation and steps are being implemented to ensure improvements moving forward and ongoing.
Example kitchen installed this summer as part of the 2 year McGregor kitchen replacement programme within the ‘Granton Mains’ area of our estate
CHARTER OUTCOMES 5-6: REPAIRS, MAINTENANCE AND NEIGHBOURHOODS AND COMMUNITY Satisfied with WGHC's contribution to neighbourhood management
OUTCOME 6 NEIGHBOURHOOD & COMMUNITY
Antisocial behaviour reports received
2026 2026 WGHC
SCOTTISH AVERAGE
2025 2025 WGHC
98.49%
84.9%
98%
21
N/A
27
The Charter Says: Tenants and other customers live in well maintained neighbourhoods where they feel safe
WGHC has a statutory duty to comply with the Scottish Public Services Ombudsman Complaints Handling Policy. Complaints can be about the level of service received or where we should have done something, but haven’t. Stage 1 Complaints WGHC received 20 in the year- 100% were all resolved within an average of 2.2 working days. The Scottish Average was 5.4 working days. These are minor complaints often resolved with an “on the spot” apology and have a target resolution timescale of 5 working days. Stage 2 Complaints WGHC received 10 in the year- 100% were all resolved within an average of 20 working days. The Scottish Average was 28.7 working days. These are more serious or complex complaints, which require in-depth investigation and have a target resolution of 20 working days.
STAGE 1 Received:
20
Resolved:
100%
Average time to resolve:
working days
Scottish Average:
2.2
5.4
working days
STAGE 2 Resolved: Resolved: Average time to resolve:
Scottish Average:
10 100% 20
working days
28.7
working days
CHARTER OUTCOMES 7-9: HOUSING OPTIONS The Charter Says: People looking for housing get information which helps them make informed choices and decisions about the range of housing options available to them. Tenants and people on housing lists can review their housing options. People at risk of losing their homes get advice on preventing homelessness.
OUTCOMES 7, 8 & 9 HOUSING OPTIONS
Edinburgh Housing List
(17 social landlords inc. City of Edinburgh Council) As at 31st March 2026, there were over 30,690 applicants registered on Edindex.
Choice Based Lettings In addition to operating our own Internal Transfer List, we allocate our empty homes through Edinburgh’s Common Housing Register, Edindex, using their Key to Choice System.
Direct Housing Options Enquiries During 2026 we received 17 email enquiries from members of the public, asking how to be considered for one of our empty properties. We had a similar, but slightly less, number of “walk-in” enquiries to our offfice. WGHC staff have been trained to provide housing options information and will signpost direct to the Council’s Housing Options Team as required. The Charter Says: These outcomes cover landlords' duties to provide information to people looking for housing and advice for those at risk of becoming homeless so that homelessness is prevented as early as possible. This could include providing housing 'health checks' for tenants and people on housing lists to help them review their options to move within the social housing sector or to another sector.
CHARTER OUTCOME 10: ACCESS TO SOCIAL HOUSING The Charter Says: People looking for housing find it easy to apply for the widest choice of social housing available and get the information they need on how the landlord allocates homes and their prospects of being re-housed.
16
0
offers of re-housing made
refusals
32.4% Scottish Average refusal rate
OUTCOME 10 ACCESS TO SOCIAL HOUSING
The Charter Says: This outcome covers what social landlords can do to make it easy for people to apply for the widest choice of social housing that is available and suitable and that meets their needs. It includes actions that social landlords can take on their own and in partnership with others, for example through Common Housing Registers or mutual exchange schemes, or through local information and advice schemes.
WGHC property turnover and tenancy changes: 19 properties turned over, including: 14 relets to applicants who were statutorily homeless 3 mutual exchanges 2 lets to existing WGHC tenants / applicants
WGHC Our members, our Priority
CHARTER OUTCOME 11: TENANCY SUSTAINMENT The Charter Says:
Social landlords ensure that tenants get the information they need on how to. obtain support to remain in their home; and ensure support is available, including services directly provided by the landlord and by other organisations
150
100%
OUTCOME 11
sustainment, all 16 new tenants housed in 2025 still living with WGHC in 2026
TENANCY SUSTAINMENT
92.5% Scottish Average
Over 150 tenants supported with the cost-of-living crisis.
Every new tenant received a £50 gas or electricity meter top-up.
The Charter Says: This outcome covers how landlords on their own, or in partnership with others, can help tenants who may need support to maintain their tenancy. This includes tenants who may be at risk of falling into arrears with their rent, and tenants who may need their home adapted to cope with age, disability, health conditions or caring responsibilities.
WGHC staff have continued to work with a range of partner organisations and other external stakeholders with one goal in mind - the goal that supports both our stated vision statement: To provide services which exceed all others and our mission statement: Our Members, Our Priority. We wish to thank all the partners that have assisted WGHC tenants throughout the years, especially, 2026
WGHC Our members, our Priority
CHARTER OUTCOME 13: VALUE FOR MONEY The Charter Says: Tenants, owners and other customers receive services that provide continually improving value for the rent and other charges they may pay.
99.0% 82.0%
99.0%
of tenants agreed WGHC provide services and rent representing good value for money
was the score for WGHC in the 2024-2025 survey
Scottish Average
OUTCOME 13 VALUE FOR MONEY
The Charter Says:
This outcome covers the efficient and effective management of services. It includes minimising the time houses are empty; managing arrears and all resources effectively; controlling costs; getting value out of contracts; giving better value for money by increasing the quality of services with minimum extra cost to tenants, owners and other customers; involving tenants and other customers in setting rents and service charges; and in monitoring and reviewing how landlords give value for money.
16.8 DAYS 51.7 days 17 days Scottish Average
2024-2025 Relet times @ WGHC
1.1%
0.1%
of Rent lost due to empty WGHC properties, 2026
Scottish Average
2024-2025 Rent Lost @ WGHC
0.89%
5.9%
1.1%
Gross Rent Arrears, 2026
Scottish Average
2024-2025 Gross Rent Arrears
to Relet a WGHC Property, 2026
0.13%
WGHC Our members, our Priority
CHARTER OUTCOMES 14-15: RENTS AND SERVICE CHARGES The Charter Says: Social landlords set rents and service charges in consultation with their tenants and other customers so that: a balance is struck between the level of services provided, the cost of the services, and how far current and prospective tenants and service users can afford them tenants get clear information on how rent and other money is spent, including details of any individual items of expenditure above thresholds agreed between landlords and tenants.
5.5%
5.3%
7.5%
2026 Rent Increase
Scottish Average
2025 Rent Increase
A summary of the 2026 Rent Consultation is provided below:
OUTCOMES 14 & 15 RENTS AND SERVICE CHARGES
372 consultations forms were sent out. 85 responses were received by text message, through our website and by postal returns. This represents a return rate of 22.8%. 28 tenants (33.3%) voted in favour of a 5.5% rent increase. 56 tenants (66.7%) voted in favour of a 6.0% rent increase.
Despite a higher number of tenants voting in favour of the 6.0%, Committee gave lengthy consideration to both the financial needs of the organisation and also the effect a higher rent increase may have on our tenants. They finally decided to approve a rent increase of 5.5% for 2026-2027 Your Views Matter:
We welcome your views, thoughts and opinions about this report, the statistics, our performance, staff and your co-op. Please feel free to get in touch: 0131 551 5035 or 07827 049883 mail@westgrantonhc.co.uk www.westgrantonhousing.coop