"Invest in securing and keeping the best talent"
The dedication of the experienced staff team during the year has been the cornerstone of English Rural’s successful navigation through the pandemic. Changes to working practices, shifting priorities and challenging personal pressures have each featured. The loyalty of the staff team to English Rural and commitment to delivering on agreed purpose showing through their actions and continued sound performance.
A programme of activity designed to support staff and enhance working arrangements, guided by retained people and culture advisors HRSP has progressed. This included a review and update of key staffing policies, and importantly an increased focus on staff welfare and health.
During the year a new appraisal system was fully implemented, with improved focus on performance, values, personal development and effective team working.
A working group was initiated to consider Equality, Diversity and Inclusion (EDI) across the organisation. This Group is applying a toolkit approach. Senior management and the Board will consider recommendations from the Group and an Action Plan will be agreed. There is an expectation that EDI is an area where improvements should be made and there is a commitment at all levels to do so.
There were some changes to the staffing team during the year and these resulted from a review of the housing and property services teams, which were restructured to come under one Directorate. Under the new structure a dedicated customer services team was created, focussed around a 'hub' approach.
Technical abilities were also strengthened and a clearer role for safety compliance and asset management created.
English Rural holds a unique position in the housing association sector.
It has developed a brand beyond that which is typical for an organisation of its size. A reputation for delivering quality homes and services, alongside extensive advocacy work at national and local level has been fundamental in achieving this.
The organisation’s purpose is “The provision and management of affordable housing for local people in rural villages in England and to be an advocate for affordable rural housing”.
The well documented challenges facing rural communities make this purpose as relevant today as it was when English Rural was formed in 1992.
Throughout the strategy period we will grow by building more well-designed and environmentally responsible homes that help communities and the lives of those who live in them thrive. We will invest in improving the quality of homes that we already own, listening to residents and enhancing the level of services provided to them. English Rural will look to support the development of others and, where opportunities emerge, grow through mutually beneficial partnerships with other smaller rural housing associations.
The Association recognises the value of its culture, brand and reputation and will ensure this remains a priority as it evolves.
Our purpose and vision are supported through our five core organisation values, each developed and agreed upon by all staff members:
>>
Staff successfully stewarded through pandemic
Equality, diversity and Inclusion (EDI) project initiated and commitment to act on findings
Improved staff appraisal process fully implemented
Increased focus on staff wellbeing and health
Resident services team created with greater degree of customer focus
English Rural staff assemble at the official opening of affordable homes in Roxwell, Essex
>> Acting on the results of the residents’ survey, the decision was taken to review and restructure the way that services are provided. This decision was reached on the basis that the prior structure was not delivering on agreed strategic ambitions effectively.
>> The forced changes to working practices showed that, in some circumstances, staff time and capacity can be used more efficiently by increased digital and remote working.
