"Work with residents and deliver services in an accountable way"
We have been listening to residents and it is clear that we need to keep evolving the way we communicate to better meet their expectations. Critically, resident voice will become more of a priority across the Association. To help advance this point, a review of communication channels and how effective they are in relation to residents took place during the year - changes included more effective use of the online portal, the publication of a dedicated annual report to residents and refreshed approach to the newsletter involving the resident editor, Mel. Working with residents, a Charter has also been co-created to articulate clearly what can be expected from English Rural through the services that we deliver. Alongside this work, an open campaign successfully took place to recruit a new resident to the Board, with the Residents Panel independently endorsing the candidate, Sarah Doyle.
A revised strategic approach to investing in homes was agreed during the year, reflecting resident priorities as well as increasing external expectations on safety and the environment. The approach agreed on represents something of a watershed moment for English Rural, acknowledging that our homes built from the early 1990s’ are now reaching an age where significant upgrades are needed. Careful financial planning will ensure that as a priority investment in existing homes always comes first when budgets are agreed, with increased financial future provision allowed for to deal with cost inflation volatility and the aim to deliver environmental improvements and carbon reduction targets. Enhanced contractor performance was also a key feature in planning, this seen as vital to growing trust with residents and increasing satisfaction with the services provided.
"We've never been more committed to our residents. Our new Customer Charter Commitments clearly set out what residents can expect from our service."
Enhanced resident voice, including renewal at board level
Continued focus on customer service improvements clearly stated in published Charter co-created with residents
Revised asset management strategy incorporating more investment to upgrade homes and deliver environmental improvements
Separately published annual report for residents
Emphasis on supporting residents to navigate financially testing times, with a hardship fund to aid those most in need
Resident services a core feature of the equality, diversity and inclusivity (EDI) work completed during the year
A young resident presents fllowers to HRH The Princess Royal at the official opening of our affordable rural homes in Surrey
Our Patron (HRH The Princess Royal) plants a tree for the 'Queen's Green Canopy' project at a recent opening of affordable rural homes in Surrey
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.
This year a separate Value for Money Statement has been produced and published to focus attention on this matter.
"To deliver VfM, English Rural is prepared to be innovative, more commercial and generate economies of scale through organic and inorganic growth. These actions will deliver greater financial capacity to invest in and deliver the Association’s agreed purpose."
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 2021/22 against the VfM metrics are shown in the following tables >>
English Rural's Regional Development Manager, Nick Hughes, showing our Patron, HRH The Princess Royal, affordable rural homes in Dunsfold, Surrey
>>
>> Even more investment in existing homes is now needed as they reach an age where the useful life of key property components ends. Delivering this bigger programme of work will require new skills, capacity and contractor partnerships and these need to be further developed.
>> Although there is a high degree of confidence in meeting the target for all homes to have a minimum EPC rating of C before 2030, further data and modelling is needed to progress towards a net zero target. This should be a critical factor for the next stock condition survey planned for 2023. English Rural will also need to learn from and work with the wider sector as good practice emerges that can help achieve this.
>> Securing and maintaining the level of engagement from residents that we hope for will not be easy and we will be open and honest about this challenge. Feedback is that many residents simply do not have the time or inclination to support even a limited level of interactions. Working with those that do, we will need to be innovative in our approach to make sure that a diverse range of voices are heard. We will also need to be transparent in the way that we report on this work to others.
