Our Vision
Local People, Local Control
By providing quality homes and services, we will create stronger communities and a better quality of life for our customers.
Set up in 1974, we are a community-controlled housing association and an independent not-for-profit social business. Operating in the Tollcross, Braidfauld, Lilybank/Newbank and Carmyle areas, we have over 2,200 homes for social rent, and over 590 factored properties. In 2020, we set up Auchenshuggle Develops, a subsidiary which manages 12 mid-market rented properties. People are at the heart of what we do and our vision reflects this.
How we are run: We are led by an experienced and capable Management Committee. With a passion for housing and the community we operate, our committee members are volunteers who have a wide range of experience, skills, and knowledge, including strong local insight into the needs of our customers and community. The Management Committee is responsible for providing strategic direction, monitoring performance, and driving continual improvement of our homes and services. The Management Committee then task our Leadership Team to lead the Association to achieve these strategic objectives, in line with our core values.
How we are regulated: We are a registered Scottish Social Landlord, and as such, we regulated by the Scottish Housing Regulator (SHR). The Scottish Housing Regulator are an independent body, who monitor, assess and report on social landlords' housing performance, financial wellbeing and standards of governance. They are here to protect you and your interests, in line with the Regulatory Framework and Housing (Scotland) Act 2010.
You can view our Landlord Performace page on the SHR website. This page gives you details about our homes & rent, tenant statisfaction, and quality & maintenance of our homes. It also provides you with useful documents relating to us as your landlord, such as our annual assurance statements, which shows how we are meeting the regulatory requirements.
We also publish information on our performance, such as our Annual Assurance Statements, Engagement Plans and Landlord Performance Reports.
Our Values
We will always strive to be:
- focused on the needs of our customers & communities.
- open and accountable.
- inclusive and respectful.
- supportive of our people.
- responsible, efficient & innovative.
- fair and trustworthy.
Our strategic objectives & operational priorities for 2025-28
1. Services: Quality, value for money services that meet our customers’ needs.
1.1 Continue to keep rents and factoring fees affordable.
1.2 Introduce more digital options to improve accessibility of services.
1.3 Get to know our customers better to tailor services to their needs.
1.4 Introduce a tenancy sustainment role & monitor de-regulation of supported housing complexes.
2. Homes & neighbourhoods: Quality homes and neighbourhoods.
2.1 Put tenant safety at the heart of our repairs and maintenance programme.and all that we do.
2.2 Work in partnership to make our neighbourhoods safe and desirable.
2.3 Invest in our homes to ensure our customers can live well and independently.
3. Assets: Manage our assets well by spending wisely.
3.1 Invest in our properties.
3.2 Seek opportunities to build value for money homes.
4. Communities: Building a stronger community through partnerships.
4.1 Seek out new partnerships to deliver diverse and accessible community opportunities for all ages and backgrounds.
4.2 Continue to develop our role as community anchor and bring community opportunities to the wider geographical area.
5. Our people: Great workplace environment.
5.1 Develop a culture which supports our employees to thrive and achieve.
5.2 Build a safe, healthy and inclusive working environment, where our people feel valued.
5.3 Build a resilient workforce by encouraging a flexible and adaptable working environment.
6. Leadership and Financial: Well-governed and financially sustainable.
6.1 Be ready for opportunities to support and build on the work that we do.
6.2 Deliver our customer engagement strategy, to ensure all tenants are heard.
6.3 Continue to manage financial risk, ensuring robust financial management and planning.
6.4 Keep a strong focus on identifying and managing strategic risks.