"Work with residents and deliver services in an accountable way"
As an early adopter of the National Housing Federation’s 'Together with Tenants' initiative, English Rural has started to shape services in a way that better engages residents and amplifies resident voice. This has included a more prominent role for the Resident Scrutiny Group and formation of an online resident panel. This work played a valuable role as business continuity response was mobilised and communicating with residents effectively became even more essential. The growth in use of the online resident portal has been a notable success, with over 50% of residents now signed-up.
The impact of the pandemic on residents was at the forefront of the business continuity response. There was regular contact with those identified as needing support, frequent communication on matters affecting residents and signposting to further advice. The Board also agreed a £10,000 hardship fund, financed through third-party income, that was distributed to households facing significant financial hardship due to income or employment losses. For many households this proved an essential lifeline.
During the year, health and safety work was prioritised and sound forward planning aided continued landlord compliance. Clear guidelines on safe access arrangements provided residents with peace-of-mind.
Challenges facing preferred contractor businesses were regularly appraised during the year, with English Rural playing our role in supporting the small and medium size businesses we partner with through prompt payment designed to assist contractor cashflow.
By listening to feedback from residents and monitoring performance it became clear during the year that the staffing structure through which services were being supplied was not operating as effectively as it should.
In response to this a restructure of the services team was implemented, creating a single Directorate to oversee resident services, employment of more technical skills and creation of a dedicated customer services team. This approach aligned with a review of key processes and complaints handling.
Shaped services in a way that better engages residents and amplifies resident voice
A more prominent role for the Resident Scrutiny Group and the formation of an online resident panel
Regular contact with those identified as needing support during the pandemic, frequent communication on matters affecting residents and signposting to further advice. Low level of arrears maintained.
A £10,000 hardship fund, financed through third-party income, that was distributed to households facing significant financial hardship
Prioritisation of health and safety work and sound forward planning aided continued landlord compliance
Creation of a dedicated customer services team with additional technical skills under a single Directorate overseeing resident service.
A young resident presents a 'covid-safe' bouquet of flowers to HRH The Princess Royal at the official opening of our affordable rural homes in Essex
Our Patron (HRH The Princess Royal) and President (Sir Peter Dixon) unveil a plaque at a recent opening of affordable rural homes in Essex
English Rural’s VfM Strategy can be summarised as the ability to effectively mobilise investment and deliver on its agreed purpose, whilst using capacity and resources more efficiently.
To understand how well we do this, it is important that there are easy-to-measure targets and outcomes.
These include both financial and non-financial, some of which will be generic and comparable across the sector and others of which are more specific to English Rural’s overall Business Strategy.
The Value for Money (VfM) required outcomes by the Standard are that housing association providers registered with the Regulator of Social Housing (RSH) must:
Clearly articulate their strategic objectives;
Have an approach agreed by the Board to the achievement of VfM in meeting those objectives and the demonstration of the delivery of VfM to stakeholders;
Through the strategic objectives to articulate the Board’s strategy for delivering homes that meet a range of needs;
Ensure that optimal benefit is derived from resources and assets to secure economy, efficiency and effectiveness in the delivery of strategic objectives.
Performance figures for 2020/21 against the VfM metrics are shown in the following tables >>
English Rural's Deputy Development Director, Alison Thompson, showing officials our affordable rural homes in Roxwell, Essex
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Increased role for residents emerging through Together with Tenants related activity
Restructure of services team with customer service focus
Growth of digital offer through online portal and online Resident Scrutiny Group
Review of complaints process and handling
Continued investment in keeping homes safe and environmental improvements as laid out in Asset Management Strategy
>> In asset management, delivery of the second planned retrofit programme experienced multiple challenges. Complexities around grant eligibility presented logistical problems and the availability of heat pumps through the agreed supply chain resulted in delays and some grant-funded installations not happening. As the approach to asset management is reviewed to reflect our refreshed Business Strategy, a more robust and planned method will need to be agreed on.
>> The demand for self-service and digital interaction has led to services evolving. This has allowed for some efficiency improvements, but also increased capacity for more dedicated resource to engage households requiring higher levels of support. As the public and third-sector support to vulnerable households has retracted, housing associations like English Rural have experienced changed demands. The restructure of the services team and creation of a customer services approach will strengthen the internal environment for responding to this.
