Mike Dailly SHR Board member TIS Conference 15 June 2019

Our statutory objective is to... …safeguard and promote the interests of current and future tenants of social landlords, people who are or may become homeless, and people who use housing services provided by registered social landlords (RSLs) and local authorities.

Our functions monitor assess intervene (as appropriate) in relation to social landlords’ performance of housing activities and RSLs’ financial well-being and standards of governance We are all about securing good outcomes for tenants and other service users. The Scottish Government’s Charter will set the framework of outcomes and standards. We have a clear role to monitor and report on the Charter, and to help tenants to hold landlords to account for their performance. For RSLs, we will also have a strong focus on good governance and financial health. This is because good governance and financial health underpin a landlord’s ability to deliver for tenants and others. For councils, this scrutiny role rests with Audit Scotland. Governance is the leadership, strategic direction and control of the organisation. Good governance is focused on delivering for tenants and others, and is what will see landlords through the hard times we all find ourselves in. Financial health is a prerequisite for landlords’ delivery of good outcomes for current and future tenants. This is achieved by landlords having sound financial and treasury management, effective cost control, a strong risk culture and effective business planning. These have always been important, but are undoubtedly more so now. More detailed notes, depending on audience / purpose of presentation Governance Within this, the role of the governing body member is critical. They need to provide strong and effective leadership; set the organisation’s strategy, and identify the risks to the interests of their tenants and other service users. Importantly, they must provide robust, insightful and constructive challenge to their senior staff on all of the landlord’s strategic decisions and on their risk appetite. Good governance is also about recognising your accountability. Local authorities have very strong democratic accountabilities, and most RSLs have clear accountability to their members. But there are wider accountabilities for social landlords, including to their tenants. And the taxpayer must also feature prominently in this given the very large sums of public money that supports social landlords; government grants account for 66% of the £10.4 billion of housing assets on RSLs’ balance sheets. Financial health So, financial health is about landlords having the necessary resources to enable them to invest in their houses to meet the needs of their tenants, to protect the housing assets for future generations, and to engage prudently in growth and building new homes. And of course the biggest challenge in relation to financial health is solvency. Organisations that run out of cash can’t deliver for tenants and others. For us, financial health is about solvency first, and then it is about the capacity to invest in services, tenants’ homes and new homes. Managing costs to achieve a sustainable cost base and to deliver the best value for tenants is important. And in the current difficult times, it is ever more important that social landlords achieve an appropriate and sustainable financial headroom that allows them to service and repay their debt, deliver for tenants and have the capacity to handle any risks that crystallise. And taking on more debt will increase risk. So, landlords should always have in mind this appropriate and sustainable headroom when they are considering taking on risk or entering a new venture.

Developing our new Framework Discussion paper with early thinking: Jan to Mar 2018 Consultation on formal proposals: October to Dec 2018 Dialogue with stakeholders throughout, including: conferences roundtables with landlords, tenants, membership bodies, advocacy groups 10 tenant events set up by TPAS and TIS 100 written responses to consultation New framework published 28 February ’ We are all about securing good outcomes for tenants and other service users. The Scottish Government’s Charter will set the framework of outcomes and standards. We have a clear role to monitor and report on the Charter, and to help tenants to hold landlords to account for their performance. For RSLs, we will also have a strong focus on good governance and financial health. This is because good governance and financial health underpin a landlord’s ability to deliver for tenants and others. For councils, this scrutiny role rests with Audit Scotland. Governance is the leadership, strategic direction and control of the organisation. Good governance is focused on delivering for tenants and others, and is what will see landlords through the hard times we all find ourselves in. Financial health is a prerequisite for landlords’ delivery of good outcomes for current and future tenants. This is achieved by landlords having sound financial and treasury management, effective cost control, a strong risk culture and effective business planning. These have always been important, but are undoubtedly more so now. More detailed notes, depending on audience / purpose of presentation Governance Within this, the role of the governing body member is critical. They need to provide strong and effective leadership; set the organisation’s strategy, and identify the risks to the interests of their tenants and other service users. Importantly, they must provide robust, insightful and constructive challenge to their senior staff on all of the landlord’s strategic decisions and on their risk appetite. Good governance is also about recognising your accountability. Local authorities have very strong democratic accountabilities, and most RSLs have clear accountability to their members. But there are wider accountabilities for social landlords, including to their tenants. And the taxpayer must also feature prominently in this given the very large sums of public money that supports social landlords; government grants account for 66% of the £10.4 billion of housing assets on RSLs’ balance sheets. Financial health So, financial health is about landlords having the necessary resources to enable them to invest in their houses to meet the needs of their tenants, to protect the housing assets for future generations, and to engage prudently in growth and building new homes. And of course the biggest challenge in relation to financial health is solvency. Organisations that run out of cash can’t deliver for tenants and others. For us, financial health is about solvency first, and then it is about the capacity to invest in services, tenants’ homes and new homes. Managing costs to achieve a sustainable cost base and to deliver the best value for tenants is important. And in the current difficult times, it is ever more important that social landlords achieve an appropriate and sustainable financial headroom that allows them to service and repay their debt, deliver for tenants and have the capacity to handle any risks that crystallise. And taking on more debt will increase risk. So, landlords should always have in mind this appropriate and sustainable headroom when they are considering taking on risk or entering a new venture.

Requirements for all landlords Scottish Social Housing Charter Legal duties- housing, homelessness, equalities, tenant safety Tenant feedback and complaints We are all about securing good outcomes for tenants and other service users. The Scottish Government’s Charter will set the framework of outcomes and standards. We have a clear role to monitor and report on the Charter, and to help tenants to hold landlords to account for their performance. For RSLs, we will also have a strong focus on good governance and financial health. This is because good governance and financial health underpin a landlord’s ability to deliver for tenants and others. For councils, this scrutiny role rests with Audit Scotland. Governance is the leadership, strategic direction and control of the organisation. Good governance is focused on delivering for tenants and others, and is what will see landlords through the hard times we all find ourselves in. Financial health is a prerequisite for landlords’ delivery of good outcomes for current and future tenants. This is achieved by landlords having sound financial and treasury management, effective cost control, a strong risk culture and effective business planning. These have always been important, but are undoubtedly more so now. More detailed notes, depending on audience / purpose of presentation Governance Within this, the role of the governing body member is critical. They need to provide strong and effective leadership; set the organisation’s strategy, and identify the risks to the interests of their tenants and other service users. Importantly, they must provide robust, insightful and constructive challenge to their senior staff on all of the landlord’s strategic decisions and on their risk appetite. Good governance is also about recognising your accountability. Local authorities have very strong democratic accountabilities, and most RSLs have clear accountability to their members. But there are wider accountabilities for social landlords, including to their tenants. And the taxpayer must also feature prominently in this given the very large sums of public money that supports social landlords; government grants account for 66% of the £10.4 billion of housing assets on RSLs’ balance sheets. Financial health So, financial health is about landlords having the necessary resources to enable them to invest in their houses to meet the needs of their tenants, to protect the housing assets for future generations, and to engage prudently in growth and building new homes. And of course the biggest challenge in relation to financial health is solvency. Organisations that run out of cash can’t deliver for tenants and others. For us, financial health is about solvency first, and then it is about the capacity to invest in services, tenants’ homes and new homes. Managing costs to achieve a sustainable cost base and to deliver the best value for tenants is important. And in the current difficult times, it is ever more important that social landlords achieve an appropriate and sustainable financial headroom that allows them to service and repay their debt, deliver for tenants and have the capacity to handle any risks that crystallise. And taking on more debt will increase risk. So, landlords should always have in mind this appropriate and sustainable headroom when they are considering taking on risk or entering a new venture.

Self assurance What am I assuring myself on? How am I doing this? How do I know we’re being effective? What do I do if not? We are all about securing good outcomes for tenants and other service users. The Scottish Government’s Charter will set the framework of outcomes and standards. We have a clear role to monitor and report on the Charter, and to help tenants to hold landlords to account for their performance. For RSLs, we will also have a strong focus on good governance and financial health. This is because good governance and financial health underpin a landlord’s ability to deliver for tenants and others. For councils, this scrutiny role rests with Audit Scotland. Governance is the leadership, strategic direction and control of the organisation. Good governance is focused on delivering for tenants and others, and is what will see landlords through the hard times we all find ourselves in. Financial health is a prerequisite for landlords’ delivery of good outcomes for current and future tenants. This is achieved by landlords having sound financial and treasury management, effective cost control, a strong risk culture and effective business planning. These have always been important, but are undoubtedly more so now. More detailed notes, depending on audience / purpose of presentation Governance Within this, the role of the governing body member is critical. They need to provide strong and effective leadership; set the organisation’s strategy, and identify the risks to the interests of their tenants and other service users. Importantly, they must provide robust, insightful and constructive challenge to their senior staff on all of the landlord’s strategic decisions and on their risk appetite. Good governance is also about recognising your accountability. Local authorities have very strong democratic accountabilities, and most RSLs have clear accountability to their members. But there are wider accountabilities for social landlords, including to their tenants. And the taxpayer must also feature prominently in this given the very large sums of public money that supports social landlords; government grants account for 66% of the £10.4 billion of housing assets on RSLs’ balance sheets. Financial health So, financial health is about landlords having the necessary resources to enable them to invest in their houses to meet the needs of their tenants, to protect the housing assets for future generations, and to engage prudently in growth and building new homes. And of course the biggest challenge in relation to financial health is solvency. Organisations that run out of cash can’t deliver for tenants and others. For us, financial health is about solvency first, and then it is about the capacity to invest in services, tenants’ homes and new homes. Managing costs to achieve a sustainable cost base and to deliver the best value for tenants is important. And in the current difficult times, it is ever more important that social landlords achieve an appropriate and sustainable financial headroom that allows them to service and repay their debt, deliver for tenants and have the capacity to handle any risks that crystallise. And taking on more debt will increase risk. So, landlords should always have in mind this appropriate and sustainable headroom when they are considering taking on risk or entering a new venture.

Support for landlords in year one advice ahead of submission of Assurance Statements FAQs and examples feedback to each landlord on statement ‘lessons learned’ report toolkit We are all about securing good outcomes for tenants and other service users. The Scottish Government’s Charter will set the framework of outcomes and standards. We have a clear role to monitor and report on the Charter, and to help tenants to hold landlords to account for their performance. For RSLs, we will also have a strong focus on good governance and financial health. This is because good governance and financial health underpin a landlord’s ability to deliver for tenants and others. For councils, this scrutiny role rests with Audit Scotland. Governance is the leadership, strategic direction and control of the organisation. Good governance is focused on delivering for tenants and others, and is what will see landlords through the hard times we all find ourselves in. Financial health is a prerequisite for landlords’ delivery of good outcomes for current and future tenants. This is achieved by landlords having sound financial and treasury management, effective cost control, a strong risk culture and effective business planning. These have always been important, but are undoubtedly more so now. More detailed notes, depending on audience / purpose of presentation Governance Within this, the role of the governing body member is critical. They need to provide strong and effective leadership; set the organisation’s strategy, and identify the risks to the interests of their tenants and other service users. Importantly, they must provide robust, insightful and constructive challenge to their senior staff on all of the landlord’s strategic decisions and on their risk appetite. Good governance is also about recognising your accountability. Local authorities have very strong democratic accountabilities, and most RSLs have clear accountability to their members. But there are wider accountabilities for social landlords, including to their tenants. And the taxpayer must also feature prominently in this given the very large sums of public money that supports social landlords; government grants account for 66% of the £10.4 billion of housing assets on RSLs’ balance sheets. Financial health So, financial health is about landlords having the necessary resources to enable them to invest in their houses to meet the needs of their tenants, to protect the housing assets for future generations, and to engage prudently in growth and building new homes. And of course the biggest challenge in relation to financial health is solvency. Organisations that run out of cash can’t deliver for tenants and others. For us, financial health is about solvency first, and then it is about the capacity to invest in services, tenants’ homes and new homes. Managing costs to achieve a sustainable cost base and to deliver the best value for tenants is important. And in the current difficult times, it is ever more important that social landlords achieve an appropriate and sustainable financial headroom that allows them to service and repay their debt, deliver for tenants and have the capacity to handle any risks that crystallise. And taking on more debt will increase risk. So, landlords should always have in mind this appropriate and sustainable headroom when they are considering taking on risk or entering a new venture.

Transparency Assurance statement Regulatory status Engagement plan We are all about securing good outcomes for tenants and other service users. The Scottish Government’s Charter will set the framework of outcomes and standards. We have a clear role to monitor and report on the Charter, and to help tenants to hold landlords to account for their performance. For RSLs, we will also have a strong focus on good governance and financial health. This is because good governance and financial health underpin a landlord’s ability to deliver for tenants and others. For councils, this scrutiny role rests with Audit Scotland. Governance is the leadership, strategic direction and control of the organisation. Good governance is focused on delivering for tenants and others, and is what will see landlords through the hard times we all find ourselves in. Financial health is a prerequisite for landlords’ delivery of good outcomes for current and future tenants. This is achieved by landlords having sound financial and treasury management, effective cost control, a strong risk culture and effective business planning. These have always been important, but are undoubtedly more so now. More detailed notes, depending on audience / purpose of presentation Governance Within this, the role of the governing body member is critical. They need to provide strong and effective leadership; set the organisation’s strategy, and identify the risks to the interests of their tenants and other service users. Importantly, they must provide robust, insightful and constructive challenge to their senior staff on all of the landlord’s strategic decisions and on their risk appetite. Good governance is also about recognising your accountability. Local authorities have very strong democratic accountabilities, and most RSLs have clear accountability to their members. But there are wider accountabilities for social landlords, including to their tenants. And the taxpayer must also feature prominently in this given the very large sums of public money that supports social landlords; government grants account for 66% of the £10.4 billion of housing assets on RSLs’ balance sheets. Financial health So, financial health is about landlords having the necessary resources to enable them to invest in their houses to meet the needs of their tenants, to protect the housing assets for future generations, and to engage prudently in growth and building new homes. And of course the biggest challenge in relation to financial health is solvency. Organisations that run out of cash can’t deliver for tenants and others. For us, financial health is about solvency first, and then it is about the capacity to invest in services, tenants’ homes and new homes. Managing costs to achieve a sustainable cost base and to deliver the best value for tenants is important. And in the current difficult times, it is ever more important that social landlords achieve an appropriate and sustainable financial headroom that allows them to service and repay their debt, deliver for tenants and have the capacity to handle any risks that crystallise. And taking on more debt will increase risk. So, landlords should always have in mind this appropriate and sustainable headroom when they are considering taking on risk or entering a new venture.

Regulatory status

Timeline

Engaging with tenants Reviewing our strategy this year Two current objectives: Understand tenants’ and services users’ priorities and views Involve tenants and service users in our regulation of social landlords We are all about securing good outcomes for tenants and other service users. The Scottish Government’s Charter will set the framework of outcomes and standards. We have a clear role to monitor and report on the Charter, and to help tenants to hold landlords to account for their performance. For RSLs, we will also have a strong focus on good governance and financial health. This is because good governance and financial health underpin a landlord’s ability to deliver for tenants and others. For councils, this scrutiny role rests with Audit Scotland. Governance is the leadership, strategic direction and control of the organisation. Good governance is focused on delivering for tenants and others, and is what will see landlords through the hard times we all find ourselves in. Financial health is a prerequisite for landlords’ delivery of good outcomes for current and future tenants. This is achieved by landlords having sound financial and treasury management, effective cost control, a strong risk culture and effective business planning. These have always been important, but are undoubtedly more so now. More detailed notes, depending on audience / purpose of presentation Governance Within this, the role of the governing body member is critical. They need to provide strong and effective leadership; set the organisation’s strategy, and identify the risks to the interests of their tenants and other service users. Importantly, they must provide robust, insightful and constructive challenge to their senior staff on all of the landlord’s strategic decisions and on their risk appetite. Good governance is also about recognising your accountability. Local authorities have very strong democratic accountabilities, and most RSLs have clear accountability to their members. But there are wider accountabilities for social landlords, including to their tenants. And the taxpayer must also feature prominently in this given the very large sums of public money that supports social landlords; government grants account for 66% of the £10.4 billion of housing assets on RSLs’ balance sheets. Financial health So, financial health is about landlords having the necessary resources to enable them to invest in their houses to meet the needs of their tenants, to protect the housing assets for future generations, and to engage prudently in growth and building new homes. And of course the biggest challenge in relation to financial health is solvency. Organisations that run out of cash can’t deliver for tenants and others. For us, financial health is about solvency first, and then it is about the capacity to invest in services, tenants’ homes and new homes. Managing costs to achieve a sustainable cost base and to deliver the best value for tenants is important. And in the current difficult times, it is ever more important that social landlords achieve an appropriate and sustainable financial headroom that allows them to service and repay their debt, deliver for tenants and have the capacity to handle any risks that crystallise. And taking on more debt will increase risk. So, landlords should always have in mind this appropriate and sustainable headroom when they are considering taking on risk or entering a new venture.

We are all about securing good outcomes for tenants and other service users. The Scottish Government’s Charter will set the framework of outcomes and standards. We have a clear role to monitor and report on the Charter, and to help tenants to hold landlords to account for their performance. For RSLs, we will also have a strong focus on good governance and financial health. This is because good governance and financial health underpin a landlord’s ability to deliver for tenants and others. For councils, this scrutiny role rests with Audit Scotland. Governance is the leadership, strategic direction and control of the organisation. Good governance is focused on delivering for tenants and others, and is what will see landlords through the hard times we all find ourselves in. Financial health is a prerequisite for landlords’ delivery of good outcomes for current and future tenants. This is achieved by landlords having sound financial and treasury management, effective cost control, a strong risk culture and effective business planning. These have always been important, but are undoubtedly more so now. More detailed notes, depending on audience / purpose of presentation Governance Within this, the role of the governing body member is critical. They need to provide strong and effective leadership; set the organisation’s strategy, and identify the risks to the interests of their tenants and other service users. Importantly, they must provide robust, insightful and constructive challenge to their senior staff on all of the landlord’s strategic decisions and on their risk appetite. Good governance is also about recognising your accountability. Local authorities have very strong democratic accountabilities, and most RSLs have clear accountability to their members. But there are wider accountabilities for social landlords, including to their tenants. And the taxpayer must also feature prominently in this given the very large sums of public money that supports social landlords; government grants account for 66% of the £10.4 billion of housing assets on RSLs’ balance sheets. Financial health So, financial health is about landlords having the necessary resources to enable them to invest in their houses to meet the needs of their tenants, to protect the housing assets for future generations, and to engage prudently in growth and building new homes. And of course the biggest challenge in relation to financial health is solvency. Organisations that run out of cash can’t deliver for tenants and others. For us, financial health is about solvency first, and then it is about the capacity to invest in services, tenants’ homes and new homes. Managing costs to achieve a sustainable cost base and to deliver the best value for tenants is important. And in the current difficult times, it is ever more important that social landlords achieve an appropriate and sustainable financial headroom that allows them to service and repay their debt, deliver for tenants and have the capacity to handle any risks that crystallise. And taking on more debt will increase risk. So, landlords should always have in mind this appropriate and sustainable headroom when they are considering taking on risk or entering a new venture.

We are all about securing good outcomes for tenants and other service users. The Scottish Government’s Charter will set the framework of outcomes and standards. We have a clear role to monitor and report on the Charter, and to help tenants to hold landlords to account for their performance. For RSLs, we will also have a strong focus on good governance and financial health. This is because good governance and financial health underpin a landlord’s ability to deliver for tenants and others. For councils, this scrutiny role rests with Audit Scotland. Governance is the leadership, strategic direction and control of the organisation. Good governance is focused on delivering for tenants and others, and is what will see landlords through the hard times we all find ourselves in. Financial health is a prerequisite for landlords’ delivery of good outcomes for current and future tenants. This is achieved by landlords having sound financial and treasury management, effective cost control, a strong risk culture and effective business planning. These have always been important, but are undoubtedly more so now. More detailed notes, depending on audience / purpose of presentation Governance Within this, the role of the governing body member is critical. They need to provide strong and effective leadership; set the organisation’s strategy, and identify the risks to the interests of their tenants and other service users. Importantly, they must provide robust, insightful and constructive challenge to their senior staff on all of the landlord’s strategic decisions and on their risk appetite. Good governance is also about recognising your accountability. Local authorities have very strong democratic accountabilities, and most RSLs have clear accountability to their members. But there are wider accountabilities for social landlords, including to their tenants. And the taxpayer must also feature prominently in this given the very large sums of public money that supports social landlords; government grants account for 66% of the £10.4 billion of housing assets on RSLs’ balance sheets. Financial health So, financial health is about landlords having the necessary resources to enable them to invest in their houses to meet the needs of their tenants, to protect the housing assets for future generations, and to engage prudently in growth and building new homes. And of course the biggest challenge in relation to financial health is solvency. Organisations that run out of cash can’t deliver for tenants and others. For us, financial health is about solvency first, and then it is about the capacity to invest in services, tenants’ homes and new homes. Managing costs to achieve a sustainable cost base and to deliver the best value for tenants is important. And in the current difficult times, it is ever more important that social landlords achieve an appropriate and sustainable financial headroom that allows them to service and repay their debt, deliver for tenants and have the capacity to handle any risks that crystallise. And taking on more debt will increase risk. So, landlords should always have in mind this appropriate and sustainable headroom when they are considering taking on risk or entering a new venture.

Discussion Questions about our new approach? How well prepared is your landlord? How is tenant scrutiny working in your area? Any ideas for our future approach to involving tenants and service users? We are all about securing good outcomes for tenants and other service users. The Scottish Government’s Charter will set the framework of outcomes and standards. We have a clear role to monitor and report on the Charter, and to help tenants to hold landlords to account for their performance. For RSLs, we will also have a strong focus on good governance and financial health. This is because good governance and financial health underpin a landlord’s ability to deliver for tenants and others. For councils, this scrutiny role rests with Audit Scotland. Governance is the leadership, strategic direction and control of the organisation. Good governance is focused on delivering for tenants and others, and is what will see landlords through the hard times we all find ourselves in. Financial health is a prerequisite for landlords’ delivery of good outcomes for current and future tenants. This is achieved by landlords having sound financial and treasury management, effective cost control, a strong risk culture and effective business planning. These have always been important, but are undoubtedly more so now. More detailed notes, depending on audience / purpose of presentation Governance Within this, the role of the governing body member is critical. They need to provide strong and effective leadership; set the organisation’s strategy, and identify the risks to the interests of their tenants and other service users. Importantly, they must provide robust, insightful and constructive challenge to their senior staff on all of the landlord’s strategic decisions and on their risk appetite. Good governance is also about recognising your accountability. Local authorities have very strong democratic accountabilities, and most RSLs have clear accountability to their members. But there are wider accountabilities for social landlords, including to their tenants. And the taxpayer must also feature prominently in this given the very large sums of public money that supports social landlords; government grants account for 66% of the £10.4 billion of housing assets on RSLs’ balance sheets. Financial health So, financial health is about landlords having the necessary resources to enable them to invest in their houses to meet the needs of their tenants, to protect the housing assets for future generations, and to engage prudently in growth and building new homes. And of course the biggest challenge in relation to financial health is solvency. Organisations that run out of cash can’t deliver for tenants and others. For us, financial health is about solvency first, and then it is about the capacity to invest in services, tenants’ homes and new homes. Managing costs to achieve a sustainable cost base and to deliver the best value for tenants is important. And in the current difficult times, it is ever more important that social landlords achieve an appropriate and sustainable financial headroom that allows them to service and repay their debt, deliver for tenants and have the capacity to handle any risks that crystallise. And taking on more debt will increase risk. So, landlords should always have in mind this appropriate and sustainable headroom when they are considering taking on risk or entering a new venture.